跳至内容
On organizational learning 線上預覽
關閉線上預覽
正在查...

On organizational learning

作者: Chris Argyris
出版商: Oxford ; Malden, Mass. : Blackwell Business, 1999.
叢書: Business., Blackwell
版本/格式:   Print book : 英語 : 2nd ed所有版本和格式的總覽
資料庫:WorldCat
評定級別:

(尚未評分) 0 附有評論 - 成爲第一個。

主題
更多類似這樣的

 

在圖書館查詢

&AllPage.SpinnerRetrieving; 正在查詢有此資料的圖書館...

詳細書目

文件類型: 圖書
所有的作者/貢獻者: Chris Argyris
ISBN: 0631213082 9780631213086 0631213090 9780631213093
OCLC系統控制編碼: 800528143
描述: 1 vol. (xv-464 p.) ; 25 cm.
内容: Introduction: The evolving field of organizational learning --
Organizational defenses. Making sense of limited learning --
Tacit knowledge and management --
Why individuals and organizations have difficulty in double-loop learning --
Crafting a theory of practice: the case of organizational paradoxes --
Today's problems with tomorrow's organizations --
Teaching smart people how to learn --
A leadership dilemma: skilled incompetence --
Inhibiting organizational learning and effectiveness. Organizational learning and management information systems --
Strategy implementation: an experiment in learning --
How strategy professionals deal with threat: individual and organizational --
The dilemma of implementing controls: the case of managerial accounting --
Human problems with budgets --
Bridging economics and psychology: the case of the economic theory of the firm --
The counterproductive consequences of organizational development and human resource activities. Good communication that blocks learning --
Reasoning, action strategies, and defensive routines: the case of OD practitioners --
Inappropriate defenses against the monitoring of organization development practice --
Do personal growth laboratories represent an alternative culture? --
The inhibition of valid and usable information from the correct use of normal science. Actionable knowledge: design causality in the service of consequential theory --
Field theory as a basis for scholarly consulting --
Unrecognized defenses of scholars: impact on theory and research --
Seeking truth and actionable knowledge: how the scientific method inhibits both --
Problems and new directions for industrial psychology --
The incompleteness of social-psychological theory: examples from small group, cognitive consistency, and attribution research --
Dangers in applying results from experimental social psychology --
Making knowledge more relevant to practice: maps for action --
Participatory action research and action science compared --
Some unintended consequences of rigorous research
叢書名: Business., Blackwell
責任: Chris Argyris.

評論

讀者提供的評論
正在擷取GoodReads評論...
正在擷取DOGObooks的評論

標籤

成爲第一個
確認申請

你可能已經申請過這份資料。若還是想申請,請選確認。

連結資料


<http://www.worldcat.org/oclc/800528143>
library:oclcnum"800528143"
library:placeOfPublication
library:placeOfPublication
library:placeOfPublication
rdf:typeschema:Book
schema:about
schema:about
schema:about
schema:about
schema:about
schema:about
schema:about
schema:about
schema:about
schema:about
schema:about
schema:about
schema:about
schema:about
schema:author
schema:bookEdition"2nd ed."
schema:datePublished"1999"
schema:description"Introduction: The evolving field of organizational learning -- Organizational defenses. Making sense of limited learning -- Tacit knowledge and management -- Why individuals and organizations have difficulty in double-loop learning -- Crafting a theory of practice: the case of organizational paradoxes -- Today's problems with tomorrow's organizations -- Teaching smart people how to learn -- A leadership dilemma: skilled incompetence -- Inhibiting organizational learning and effectiveness. Organizational learning and management information systems -- Strategy implementation: an experiment in learning -- How strategy professionals deal with threat: individual and organizational -- The dilemma of implementing controls: the case of managerial accounting -- Human problems with budgets -- Bridging economics and psychology: the case of the economic theory of the firm -- The counterproductive consequences of organizational development and human resource activities. Good communication that blocks learning -- Reasoning, action strategies, and defensive routines: the case of OD practitioners -- Inappropriate defenses against the monitoring of organization development practice -- Do personal growth laboratories represent an alternative culture? -- The inhibition of valid and usable information from the correct use of normal science. Actionable knowledge: design causality in the service of consequential theory -- Field theory as a basis for scholarly consulting -- Unrecognized defenses of scholars: impact on theory and research -- Seeking truth and actionable knowledge: how the scientific method inhibits both -- Problems and new directions for industrial psychology -- The incompleteness of social-psychological theory: examples from small group, cognitive consistency, and attribution research -- Dangers in applying results from experimental social psychology -- Making knowledge more relevant to practice: maps for action -- Participatory action research and action science compared -- Some unintended consequences of rigorous research"
schema:exampleOfWork<http://worldcat.org/entity/work/id/448557>
schema:inLanguage"en"
schema:isPartOf
schema:name"On organizational learning"
schema:publication
schema:publisher
schema:workExample
schema:workExample
wdrs:describedby

Content-negotiable representations

關閉視窗

請登入WorldCat 

没有帳號嗎?你可很容易的 建立免費的帳號.