Organizational Learning: An Integrated HR and Knowledge Management Perspective draws on a broad and multi-disciplinary base to look at the origins and practice of organizational learning. It critically considers the nature of organizational knowledge as a social construct; pedagogical issues around learning as individuals, groups, teams and whole organisations; and technological issues around the development of knowledge-based information systems. Supporting case studies are provided throughout the book, and readers will also benefit from a companion website which expands on the key themes of the text.
Organizational Learning will enable readers to develop and implement strategies for ensuring long-term access to the embedded knowledge and experience of an organization. This textbook will be invaluable reading for undergraduate and postgraduate students on organizational learning, HRM and knowledge management courses.
‘A timely, clarifying navigation of the complex array of research that has emerged since organisational learning took hold as a key feature of the leadership and management portfolio. This will become a central textbook for our students.’ - Dr Michael Bell, Coordinator Educational Leadership and Management, Flinders University, Australia
‘An excellent piece of work for both academics and practitioners involved in organizational learning. The author creates a compelling interdisciplinary read and I can recommend this book to all of my colleagues.’ - Hetty van Emmerik, Full Professor of Organizational Theory and Organizational Behaviour, Maastricht University, the Netherlands
Introduction Part I: Organizational Learning: Key Theories and Models 1.a Introduction 1.b The Relationship Between the Individual and the Organization 1.c The Centrality of Experience 1.d. The Learning Organisation (LO) 1.e. Models of the LO Part II: Organizational Learning: Key Principles and Contexts 2.a The Nature of the Contemporary Organization 2.b Ethics 2.c Human Resource Development (HRD) 2.d Knowledge as an Organizational Asset Part III: Developing Organizational Learning Programmes 3.a Learning and Development: Social and Collaborative Learning 3.b Knowledge-Based Information Systems: A Technical Infrastructure for Learning Part IV: SPADES: Sustainable Pedagogy for Applying and Designing Experiential-Learning Cycles 4.a Planting an Experiential-Learning Community 4.b Nurturing an Experiential-Learning Community 4.c Growing an Experiential-Learning Community 4.d. Propagating Practices in an Experiential Learning Community (Spreading the Message) Part V: Reflection on the concept of Organizational Learning Bibliography