Demystifying Organizational Learning

This book presents a solid, research-based conceptual framework that demystifies organizational learning and bridges the gap between theory and practice.

Demystifying Organizational Learning

Author: Raanan Lipshitz

Publisher: SAGE

ISBN: 1452236542

Page: 296

View: 290

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, authors Raanan Lipshitz, Victor Friedman and Micha Popper provide practitioners and researchers with tools for understanding organizational learning under real-world conditions.

Demystifying Organizational Learning

Presenting a research-based conceptual framework, this book demystifies organizational learning & bridges the gap between theory & practice.

Demystifying Organizational Learning

Author: Raanan Lipshitz


ISBN: 9781452204239

Page: 282

View: 473

Presenting a research-based conceptual framework, this book demystifies organizational learning & bridges the gap between theory & practice. Using an integrative approach, it provides practitioners & researchers with tools for understanding organizational learning under real-world conditions.

Organizational Learning and Performance

Organizational learning. Annual Review of Sociology, 14, 319–340. Lipshitz, R., Friedman, V.J., & Popper, M. (2007). Demystifying organizational learning. Thousand Oaks, CA: Sage Publications. Lipshitz, R., Popper, M., Friedman, ...

Organizational Learning and Performance

Author: Ryan Smerek

Publisher: Oxford University Press

ISBN: 0190648376

Page: 200

View: 296

Acknowledgments -- Organizational learning and performance -- Learning as an individual -- Three metaphors of learning as an individual -- Thinking dispositions that foster learning -- Building a learning culture -- Transparency and pursuing truth -- Big picture thinking and learning -- Learning from failure -- Learning and innovation -- Leadership and building a learning culture -- References -- Appendix: learning culture survey

Organizational Learning A Framework for Public Administration

Handbook of Organizational Learning and Knowledge, Oxford: Oxford University Press, USA, pp. ... Friedman, V.J. & Popper, M. (2007), Demystifying Organizational Learning, Thousand Oaks: Sage Publications, Inc. Marsick, V.J. & Watkins, ...

Organizational Learning  A Framework for Public Administration

Author: Karol Olejniczak

Publisher: Karol Olejniczak

ISBN: 8373837248

Page: 108

View: 105

In order to face the challenge of effective organizational learning in our public policies, we need to address three pressing questions: 1. How does learning work in our public organizations? 2. What promising practices can we implement to advance learning in public organizations? 3. What changes in public management are required to combine learning with the growing demands of performance and accountability? This book is an attempt to address those questions in a systematic and empirical manner. The answers presented in this volume are the result of a four-year empirical research project conducted in Polish ministries and study visits in public institutions of twelve countries of the Organization for Economic Co-operation and Development.

Strategic Organizational Learning

Working paper for the fourth annual conference on multi-organizational partnerships and cooperative strategy. Oxford University. Lipshitz, R., Friedman, V. J., & Popper, M. (2007). Demystifying organizational learning.

Strategic Organizational Learning

Author: Martha A. Gephart

Publisher: Springer

ISBN: 3662486423

Page: 176

View: 922

This book discusses the successes and challenges of leveraging organizational learning in effective strategy development and execution. The authors introduce a framework that helps organizations develop core capabilities to enable them to shift direction rapidly and proactively shape future environments. They also offer a wide selection of cases to illustrate this framework. While some cases highlight fundamental strategic change over time, others are snapshots of mechanisms gradually put in place to jointly optimize learning and performance. There is no one best or right way to leverage strategic organizational learning; different practices may lead to the same outcome and similar practices may lead to different outcomes. The system dynamics underlying such learning — not the simple adoption of one or other practice — are key to success in institutionalizing a performance-based learning approach.

The Learning Driven Business

Organizational learning: Creating, retaining and transferring knowledge. Springer Science Business Media. Lipshitz, R., Friedman, V., J., and Popper, M. (2007). Demystifying Organizational Learning. Sage. 348 Harari, Y. N. (2017).

The Learning Driven Business

Author: Alaa Garad

Publisher: Bloomsbury Publishing

ISBN: 1472986652

Page: 336

View: 998

In any kind of organization, learning has become a vital part of the growth and development process, but it only produces effective results if it is pursued strategically and embedded deeply into the culture of the workplace. In recent years, there has been a growing consensus that, for many organizations, learning is their only sustainable competitive advantage – ensuring a committed and engaged workforce that is positioned to identify and exploit business opportunities in an increasingly volatile and uncertain world. This makes it essential for leaders and senior managers to investigate the full range of learning processes and to understand exactly how individual, group, machine and organization-wide learning can produce long-lasting results for individuals as well as for the company itself. Backed by new academic theory, yet designed to be completely accessible to a business readership, The Learning-Driven Business highlights the importance of Organizational Learning (OL) for organizations which wish to remain competitive and profitable, before clarifying the various pathways and frameworks that can lead to success. With the onset of automation and artificial intelligence, as well as the proliferation of redundancies and the economic instability of modern times, organizations and their employees must prioritise effective OL in order to overcome these challenges and remain competitive and relevant in the 21st century. This book is a guide for all business leaders and academics looking to adapt to the changing world through OL, using Garand & Golds' unique and original academic model.

Demystifying Professional Learning Communities

Table 1.1 Lambert, 1998 Building Leadership Capacity in Schools Mitchell & Sackney, 2000 Profound Improvement: Building Capacity for a Learning Community Mulford & Silins, 2003 Leadership for Organisational Learning and Improved Student ...

Demystifying Professional Learning Communities

Author: Kristine Kiefer Hipp

Publisher: R&L Education

ISBN: 1607090511

Page: 166

View: 843

The purpose of this book is to clearly define an approach to school improvement that uses professional learning community (PLC) practices to achieve school improvement and success for every student. This book offers information, examples and case studies to clarify the concept of a PLC, to respond to critical issues in schools, and to support educational leaders in addressing the important mandates of accountability and school improvement. As school leaders proactively lead efforts to create learning communities, their schools, districts, and staff will incorporate knowledge, skills, and practices that focus on teaching and learning for all. The authors' findings will assist leaders, change agents, policy makers, and university faculty in guiding schools toward creating and maintaining PLCs as they sustain school improvement for student learning.

Organizational Mindset of Entrepreneurship

Innovation, market orientation, and organizational learning: An integration and empirical examination. ... Developing learning environments: Challenges for theory, research and practice. ... Demystifying organizational learning.

Organizational Mindset of Entrepreneurship

Author: Veland Ramadani

Publisher: Springer Nature

ISBN: 303036951X

Page: 233

View: 715

This book focuses on how to promote innovation and an entrepreneurial mindset within organizations in the context of structural changes. It highlights the importance of internal marketing of innovation and ideas among employees, of creating collaborative spaces, and of company leaders promoting collaboration. The key aspect in all contributions gathered here is to understand the co-creation paths of structural change and innovation, and how they contribute to competitive advantage. The respective chapters address topics such as intrapreneurship, organizational mindset, creating an entrepreneurial orientation, strategic leadership, and internal & external organizational networking. All contributions are based on the latest empirical and theoretical research, and provide key findings and concrete recommendations for organizations.

Autonomous Learning in the Workplace

Demystifying organizational learning. Thousand Oaks, CA: Sage Publications. Madsen, P. M., & Desai, V. (2010). Failing to learn? The effects of failure and success on organizational learning in the global orbital launch vehicle industry ...

Autonomous Learning in the Workplace

Author: Jill E. Ellingson

Publisher: Taylor & Francis

ISBN: 1317378261

Page: 336

View: 440

Traditionally, organizations and researchers have focused on learning that occurs through formal training and development programs. However, the realities of today’s workplace suggest that it is difficult, if not impossible, for organizations to rely mainly on formal programs for developing human capital. This volume offers a broad-based treatment of autonomous learning to advance our understanding of learner-driven approaches and how organizations can support them. Contributors in industrial/organizational psychology, management, education, and entrepreneurship bring theoretical perspectives to help us understand autonomous learning and its consequences for individuals and organizations. Chapters consider informal learning, self-directed learning, learning from job challenges, mentoring, Massive Open Online Courses (MOOCs), organizational communities of practice, self-regulation, the role of feedback and errors, and how to capture value from autonomous learning. This book will appeal to scholars, researchers, and practitioners in psychology, management, training and development, and educational psychology.

Research in Organizational Change and Development

Professional learning communities: Communities of continuous inquiry and improvement. ... Learning together, leading together: Changing schools through professional learning communities. ... Demystifying organizational learning.

Research in Organizational Change and Development

Author: Abraham B. Shani

Publisher: Emerald Group Publishing

ISBN: 178052806X

Page: 328

View: 386

For 25 years Research in Organizational Change and Development has provided a special platform for scholars and practitioners to share new research-based insights. Volume 20 continues the tradition of providing insightful and thought-provoking chapters. Some papers bring new perspectives to classic issues in the field such as survey feedback, learning and change leadership. Others explore new territories, such as the role of computer mediated communication and its impact on organizational change and development, action learning and the role that it can play in the development of scholar-practitioners, the creation of actionable knowledge about organization development and change, and the role that ODC knowledge can play in assisting organizations to succeed within the new paradigm of sustainable value creation. Together, these chapters make an especially timely and intriguing collection. It represents a unique blend of theory and practice, intervention and research, revisiting traditional practices and introducing emerging new ones, providing multidisciplinary perspectives on current issues in the field and even a proposed new paradigm for organization development and change.

Learning Cities for Adult Learners

Organizational learning: A theory of action perspective. Reading, MA: Addison-Wesley. ... Changes in regional communities: The case of the Republic of Korea's Lifelong Learning City Project. ... Demystifying organizational learning.

Learning Cities for Adult Learners

Author: Leodis Scott

Publisher: John Wiley & Sons

ISBN: 1119075319

Page: 104

View: 110

Learning cities call for a connection of adult education to elementary, secondary, and postsecondary institutions along with vocational and corporate workspaces. This volume considers how “learning cities for adult learners” could be created in America that promote lifelong learning and education. Encouraging a widespread approach to educate and learn across disciplines, within communities, and inside the minds of all people, topics covered include: • workplace and organizational learning, • community engagement and service learning, • public libraries and cooperative extension, and • leisure, recreation, and public health education. This is the 145th volume of the Jossey Bass series New Directions for Adult and Continuing Education. Noted for its depth of coverage, it explores issues of common interest to instructors, administrators, counselors, and policymakers in a broad range of education settings, such as colleges and universities, extension programs, businesses, libraries, and museums.

Handbook of Collaborative Management Research

Field theory and learning. In K. Lewin, Field theory in social science (D. Cartwright, Ed., pp. 212–230). Washington, DC: American Psychological Association. Lipshitz, R., Friedman, V., & Popper, M. (2006). Demystifying organizational ...

Handbook of Collaborative Management Research

Author: A. B. Shani

Publisher: SAGE Publications

ISBN: 145221607X

Page: 696

View: 276

This handbook provides the latest thinking, methodologies and cases in the rapidly growing area of collaborative management research. What makes collaborative management research different is its emphasis on creating a close partnership between scholars and practitioners in the search for knowledge concerning organizations and complex systems. In the ideal situation, scholars and their managerial partners would work together to define the research focus, develop the methods to be used for data collection, participate equally in the analysis of data, and work together in the application and dissemination of knowledge. The handbook contains insightful reflections on the state of the art as well as detailed descriptions of the collaborative efforts of an international group of leading edge academics and their practitioner counterparts. The applications of collaborative research methods included in this volume include those aimed at individual development, organizational development, regional development efforts and economic policy. The insights from the cases suggest that collaborative management research has been a highly effective means of getting at issues that other research methods and intervention techniques have failed to address. The rationale for conducting this highly engaging type of research is explored in the first section of the handbook, followed by sections that offer new methodologies, descriptive cases, views from those directly involved, and issues and enablers about the use of this approach in advancing knowledge and practice. The handbook does appeal to scholarly practitioners as well as practical scholars.

Encyclopedia of Organizational Knowledge Administration and Technology

The Impact of Building a Learning Organization on Firm Performance: An Empirical Analysis Based on Software Company ... In Organization Learning, Knowledge and Capabilities 2006 Conference (pp. ... Demystifying Organizational Learning.

Encyclopedia of Organizational Knowledge  Administration  and Technology

Author: Khosrow-Pour D.B.A., Mehdi

Publisher: IGI Global

ISBN: 1799834743

Page: 2734

View: 849

For any organization to be successful, it must operate in such a manner that knowledge and information, human resources, and technology are continually taken into consideration and managed effectively. Business concepts are always present regardless of the field or industry – in education, government, healthcare, not-for-profit, engineering, hospitality/tourism, among others. Maintaining organizational awareness and a strategic frame of mind is critical to meeting goals, gaining competitive advantage, and ultimately ensuring sustainability. The Encyclopedia of Organizational Knowledge, Administration, and Technology is an inaugural five-volume publication that offers 193 completely new and previously unpublished articles authored by leading experts on the latest concepts, issues, challenges, innovations, and opportunities covering all aspects of modern organizations. Moreover, it is comprised of content that highlights major breakthroughs, discoveries, and authoritative research results as they pertain to all aspects of organizational growth and development including methodologies that can help companies thrive and analytical tools that assess an organization’s internal health and performance. Insights are offered in key topics such as organizational structure, strategic leadership, information technology management, and business analytics, among others. The knowledge compiled in this publication is designed for entrepreneurs, managers, executives, investors, economic analysts, computer engineers, software programmers, human resource departments, and other industry professionals seeking to understand the latest tools to emerge from this field and who are looking to incorporate them in their practice. Additionally, academicians, researchers, and students in fields that include but are not limited to business, management science, organizational development, entrepreneurship, sociology, corporate psychology, computer science, and information technology will benefit from the research compiled within this publication.

Organizational Change and Strategy

265–284. Lipshitz, R., Friedman, V.J. and Popper, M. (2007) Demystifying Organizational Learning. Thousand Oaks, CA: Sage. March, J.G. (1991) Exploration and exploitation of organizational learning. Organization Science, 2(1), 71–87.

Organizational Change and Strategy

Author: David Coghlan

Publisher: Routledge

ISBN: 1317433262

Page: 258

View: 489

Organizations change, usually driven by strategies, yet strategic management and organizational change are generally understood as separate domains in the business world. This book integrates the behavioural dynamics of learning, change and strategy at and across individual, team, interdepartmental, group and organizational levels. This new edition emphasizes what can be done in organizations to enable strategy to be effective and to help organizations to change and learn. Central to the book is a reflexive engagement approach through inviting the readers to apply concepts to their own organizational situations and via reflective exercises. The authors also offer cases from a wide range of organizations, from universities to steel and digital businesses. This practical book addresses managers, consultants, students and researchers and provides specific orientation to assist each readership group to learn from its own perspective.

Rethinking Organizational Change

Demystifying Organizational Learning. Thousand Oaks, CA: Sage. MacIntyre, Alasdair. 1984. After Virtue: A Study of Moral Theory. London: Duckworth. Malabou, Catherine. 2005. The Future of Hegel: Plasticity, Temporality, and Dialectic, ...

Rethinking Organizational Change

Author: Muayyad Jabri

Publisher: Routledge

ISBN: 1317561988

Page: 180

View: 498

Rethinking Organizational Change: The Role of Dialogue, Dialectic & Polyphony in the Organization makes an important scholarly contribution to our understanding of dialogue applied to the management of change. Muayyad Jabri offers an involved assessment of the differences between 'dialogue’ and ‘dialectic’ and an intriguing invitation to rely on both for managing creative interventions into the change process. The book provides a surplus of new insights that will help to promote scholarly work in the area of managing change and to develop a more creative practice associated with the processes of managing change. The call for polyphony facilitates a crossover from sameness to diversity and from univocal to multivocal representations. In reading patterns of managing change, whether from within or across organizational borders, it is found that a vital part of the reading is, at present, ‘unreadable’ because we lack involved knowledge of how diversity and polyphony are interrelated. This book seeks to change this; based on a rendition of Mikhail Bakhtin’s anthropological concept of polyphony applied to organizational change. The reader is treated to a cutting-edge discussion of a variety of contemporary ontological and epistemological themes centered on process, dialectic, dialogue and social construction.

Effective Management Teams and Organizational Behavior

Demystifying organizational learning. Thousand Oaks, CA: Sage Publications. Lipshitz, R., & Popper, M. (2000). Organizational learning in a hospital. Journal of Applied Behavioral Science, 36, 345–361. doi:10.1177/0021886300363005 ...

Effective Management Teams and Organizational Behavior

Author: Henning Bang

Publisher: Routledge

ISBN: 1000352366

Page: 246

View: 959

Most contemporary organizations use management teams to manage and coordinate their businesses at all levels of the organizational hierarchy. Management teams typically set overall goals, strategies, and priorities, making vital organizational decisions. They discuss issues, solve problems, offer advice, and ensure various processes and units are aligned and interact efficiently. Although management teams are vital for overall organizational performance, research indicates that they are largely underused and less effective than their potential would suggest for value creation. This book provides a research-based and practical model of the characteristics of effective management teams. It looks in depth at each factor of the model, discusses the supporting research, provides examples of how the factors influence the work and effectiveness of management teams, and shares tips and tools for successfully working with management team development. It provides researchers, academics, and students of organizational behavior with an overview of the variables that empirical research has found to be robustly related to management team effectiveness and will enable leaders and management consultants to develop more effective management teams.

Research in Organizational Change and Development

Organizational learning: The contributing processes and the literatures. Organization Science, 2(1), 88–115. ... Dynamic core competences through meta-learning and strategic context. ... Demystifying organizational learning.

Research in Organizational Change and Development

Author: William A. Pasmore

Publisher: Emerald Group Publishing

ISBN: 1780520239

Page: 296

View: 283

In this diverse volume new methodologies are introduced, such as the strategic fitness process for engaging leaders in better understanding the reactions of employees to strategic change efforts (Beer); Jazz as a metaphor for organizational improvisation (Bernstein & Barrett); and new theories for understanding change processes (Gomez & Ballard).

Collaborative Inquiry for Organization Development and Change

Academy of Management Learning & Education, 18(1), 59–80. ... A little about the mystery: Process learning as collaboration evolves. European Management Review, 2, 59–69. ... Demystifying organizational learning.

Collaborative Inquiry for Organization Development and Change

Author: Abraham B. Shani

Publisher: Edward Elgar Publishing

ISBN: 1800378254

Page: 144

View: 801

This practical book explores collaborative inquiry as an approach to research and change in organizations where internal members and external researchers work together as partners to address organizational issues and create knowledge about changing organizations.

Role of Information Science in a Complex Society

Organizational learning depends on explicit knowledge and maintenance of a consistent organizational memory, being recommended to software companies' managers to search for ways to integrate documentation activities with programming, ...

Role of Information Science in a Complex Society

Author: Silva, Elaine da

Publisher: IGI Global

ISBN: 1799865142

Page: 297

View: 299

The field of Information Science is intertwined with the complexity present in society. The study object in this field refers to data, information, and knowledge generated, mediated, and appropriated by different individuals in the most diverse human activities. Thus, discussing complex issues that are intertwined with information management, knowledge management, innovation management, organizational intelligence, information mediation, information appropriation, and information literacy is essential for understanding the future perspectives of digital humanity. Role of Information Science in a Complex Society presents discussions that can be applied to local, regional, and national policies aimed at economic and social development and supports innovative actions in economic segments that depend on innovation. Highlighting topics that include information literacy, ethics, knowledge management, and organizational learning, this book is an ideal reference source for academicians, professionals, researchers, and students, as well as entrepreneurs from different economic segments.

Organisational Learning

Organisation Theory and Postmodern Thought. London: Sage. Lipshitz, R., Friedman, V.J. and Popper, M., (2006). Demystifying Organisational Learning. London: Sage. Little, S. E., Quintas, P. and Ray,T. (eds), (2002).

Organisational Learning

Author: Roderick Smith

Publisher: Routledge

ISBN: 1317506448

Page: 286

View: 570

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.