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Demystifying Organizational Learning
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Demystifying Organizational Learning

First Edition


August 2006 | 296 pages | SAGE Publications, Inc
This book presents a solid, research-based conceptual framework that demystifies organizational learning and bridges the gap between theory and practice. Using an integrative approach, the authors provide practitioners and researchers with tools for understanding organizational learning under real-world conditions.

Key Features:

- Tackles the problem of mystification: A clear message is presented that organizational learning and related concepts have been mystified in a way that is unnecessary and dysfunctional to both theory and practice. This book provides a unique set of tools for understanding, promoting, and studying organizational learning.

Introduces an integrative theme that addresses three key questions: How can organizations actually learn? What is the key for productive organizational learning? When is productive organizational learning likely to occur? Answering these questions is the key to clarifying the conceptual confusion that plagues the related fields of organizational learning, learning organizations, and knowledge management.

- Illuminates organizational reality: All of the concepts presented in the book are illustrated through concrete case examples. Detailed analyses are provided of both successful and unsuccessful applications of organizational learning. In addition, examples of interventions to develop organizational learning are included to help managers and consultants.

Intended Audience: This book is designed for advanced undergraduate and graduate courses such as Organizational Learning, Knowledge Management, and Organizational Behavior in the departments of Management, Organizational Behavior, Psychology, and Sociology.

 
Preface
 
Part 1: Introduction
 
Chapter 1: Demystifying Organizational Learning
The Mystification of Organizational Learning  
Demystification  
The Facets of Organizational Learning  
Applying the Multi-Facet Model  
How to Read This Book  
To Sum Up  
 
Part 2: The Multi-Facet Model
 
Chapter 2: Organizational Learning Mechanisms
Types of Organizational Learning Mechanisms  
Off-Line/Internal OLMs  
Online/Internal OLMs  
Off-Line/External OLMs  
Online/External OLMs  
Mechanisms, Technologies, and Choosing the "Right" OLM  
 
Chapter 3: The Cultural Facet: The Key to Productive Learning
Cultural Islands of Learning  
The Norms of a Learning Culture  
Demystifying Culture and Organizational Learning  
 
Chapter4: The Psychological Basis of Productive Learning
Psychological Threat and Psychological Safety  
Organizational Learning as a Source of Psychological Threat  
Defensiveness and Defensive Routines  
Psychological Safety and Trust  
Creating Psychological Safety  
Commitment to the Organization  
 
Chapter 5: The Context of Organizational Learning
Environmental Uncertainty  
Task Uncertainty  
Task Structure  
Proximity to the Organization's Core Mission  
Organizational Structure  
 
Chapter 6: Organizational Learning and Managerial Channels of Influence
Instituting OLMs  
Tolerance for Failure  
Commitment to the Workforce  
Manager's Behavioral Channels of Influence  
 
Chapter 7: The Dissemination of Knowledge
The Problem of Dissemination  
The Source of Knowledge  
The Recipient of Knowledge  
The Relationship Between Source and Recipient  
Understanding Knowledge  
Dissemination Mechanisms  
Attributes of the Organizational Context  
Demystifying Dissemination  
 
Part 3: Applying the Model
 
Chap 8: Inside an OLM: Postflight Reviews in the Israeli Air Force
Learning Functions  
Social and Control Functions  
Psychological Functions  
Psychological Safety and Learning Culture in a High-Threat Environment  
What Can Managers Learn From Postflight Reviews?  
 
Chapter 9: Is Training Organizational Learning?
Computer Chips International  
Johnsonville Foods  
Motorola University  
Dell Learning  
Bell Labs  
Discussion and Lessons Learned  
 
Chapter 10: High-Quality Organizational Learning: Why Do Some After-Action Reviews Work and Others Don't?
Low-Quality After-Action Review  
High-Quality After-Action Review  
 
Chapter 11: Demystiying the Learning Organization I: The Case of Hewlett-Packard
HP' Work Innovation Network (WIN)  
The HPC Knowledge Management Initiative  
Why Did WIN Die and the KM Inititative Live?  
Demystifying the Learning Organization  
 
Chapter 12: Demystifying the Learning Organization II: The Case of Chaparral Steel
Organizational Learning Mechanisms at Chaparral  
Productive Learning at Chaparral Steel  
The Contextual Facet  
Conclusion  
 
Chapter 13: Putting the Multi-Facet Model Into Practice
Background  
Designing the Organizational Learning Process: An Action Science Approach  
Ending the Formal Organizational Learning Intervention  
Epilogue  
Demystifying the Organizational Learning Process  
 
Chapter 14: Before We Go...
 
References
 
Index
 
About the Author

Sample Materials & Chapters

Chapter 1

Chapter 3

Chapter 5


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ISBN: 9781412913782
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