On Organizational Learning

This book is essential for anyone who needs to understand how organizations work, evolve, and learn. In this new edition, Argyris discusses vital topics of management research, such as tacit knowledge and management, so reflecting the evolving field of organizational learning. Focusing on learning and organizational politics, the book addresses the key issues of: bull; bull;Organizational learning and Action Science. bull;Organizational effectiveness and what inhibits it. bull;Organizational development and human resource activities. bull;Usable knowledge and how it is inhibited.

Chris Argyris is the James B. Conant Professor, Graduate Business School, Harvard University.

List of figures
List of tables
Acknowledgments
Preface
Introduction: The Evolving Field of Organizational Learning
Organizational Defences
Making Sense of Limited Learning
Tacit Knowledge and Management
Why Individuals and Organizations Have Difficulty in Double-Loop Learning
Creating 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 Economics 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 Defences Against The Monitoring of Organizational 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 Defences 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
Index
Table of Contents provided by Publisher. All Rights Reserved.

What is included with this book?

The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.

The Used, Rental and eBook copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.

FREE SHIPPING

Amazon no longer offers textbook rentals. We do!

On Organizational Learning

Summary

Author Biography

Table of Contents

Supplemental Materials