Handbook of Organizational Learning and Knowledge Management, Second Edition

Table of contents

1. Cover
2. Title
3. Copyright
4. Contents
5. Chapter 1: The Evolving Field of Organizational Learning and Knowledge Management
   1. The Field and Scope of the Handbook
   2. Major Sources
   3. Watersheds
   4. Future Directions
   5. Conclusions
6. Part I: Disciplinary Perspectives
   1. Chapter 2: Organizational Learning Viewed from a Social Learning Perspective
      1. Abstract
      2. Introduction
      3. Organizational Learning Based Upon Individual Learning Theory
      4. Social Learning Theory in Organizational Learning Literature
      5. Inspiration from Pragmatism
      6. Conclusion and Discussion
   2. Chapter 3: Organizational Learning: The Sociology of Practice
      1. Abstract
      2. Introduction
      3. The Grounding of the ‘Practice-based Studies’ Label
      4. The Polysemy of Practice
      5. The Epistemology of Practice
      6. The Becoming of a Practice and its Stabilization
      7. The Theoretical Contribution Made by the Study of Practices
      8. The Substantive Contribution Made by the Study of Practices
      9. Conclusions
   3. Chapter 4: Psychological Perspectives in Organizational Learning: A Four-Quadrant Approach
      1. Abstract
      2. Introduction
      3. The Four Quadrant Framework
      4. Emotion in Organizational Learning
      5. Conclusion
   4. Chapter 5: Information Technology and the Possibilities for Knowledge Sharing
      1. Abstract
      2. Introduction
      3. Literature Review
      4. Conceptualizing Knowledge Sharing and IT
      5. Indicative Case Example: Knowledge Sharing in Compound UK
      6. Implications for Enterprise 2.0 and Knowledge Management
      7. Practical Implications
      8. Conclusion
   5. Chapter 6: Knowledge Management: Process, Practice, and Web 2.0
      1. Abstract
      2. Introduction
      3. Knowledge Management in Organizations
      4. The Role of Web 2.0 Technologies in Support of Organizational Knowledge Management
      5. Summary and Conclusion
   6. Chapter 7: Knowledge Creation in Firms
      1. Abstract
      2. Knowledge Management: Perils and Promises
      3. Organizational Economics: A Novel Perspective on Knowledge Management
      4. Knowledge Management: Organizational Economic Insights
      5. Conclusions
   7. Chapter 8: A Framework for Integrating Organizational Learning, Knowledge, Capabilities, and Absorptive Capacity
      1. Abstract
      2. Introduction
      3. Definition of Constructs
      4. Definition of Boundaries
      5. Integrative Framework
      6. The Moderating Role of a Knowledge Strategy
      7. Conclusions and Directions for Future Research
7. Part II: Organizational Learning and Learning Organizations
   1. Chapter 9: Learning Portfolios: An Alternative to Learning Organizations
      1. Abstract
      2. Introduction
      3. Images of Organizations and Learning
      4. Contrasting Images: Implications
      5. FIAT Auto: Case Example of a Company’s Learning Portfolio
      6. Analyzing Learning Portfolios
      7. Learning Portfolio Management
      8. Investment Dimensions to Learning
      9. Assessing Learning Effectiveness
      10. Guiding Learning Portfolios: The Role of the Chief Learning Officer
      11. Tailoring Theory and Application
      12. Conclusion
   2. Chapter 10: Intersubjectivity and Community-Building: Learning to Learn Organizationally
      1. Abstract
      2. Introduction 1
      3. Knowledge, Cognition, and Organizational Learning
      4. Intersubjectivity: The Key to Communities and Community Building
      5. From Theory to Practice: Community Building
      6. Discussion—Some Key Learnings from Applying the Model
      7. Conclusion
   3. Chapter 11: Fads, Fashions, and the Fluidity of Knowledge
      1. Abstract
      2. Introduction
      3. The Success of Senge’s TLO
      4. TLO’s Latency Period
      5. Senge’s Focus
      6. What Research into Fads and Fashions Says About TLO’s Success
      7. Fluid Knowledge
   4. Chapter 12: The Contribution of Teams to Organizational Learning
      1. Abstract
      2. Introduction
      3. A Review of the Team Learning Literature
      4. Discussion
      5. Conclusion
   5. Chapter 13: Absorptive Capacity
      1. Abstract
      2. Introduction
      3. Origins, Definitions, and Operationalizations
      4. Outcomes and Antecedents
      5. Moderators and Absorptive Capacity as a Moderator
      6. Progress, Problems, and Prospects
   6. Chapter 14: Social Identity and Organizational Learning
      1. Abstract
      2. Introduction
      3. Social Identity
      4. Organizational Learning and Social Identity
      5. Identity Management in the Organizational Learning Process
      6. New Organizational Forms, Social Identity, and Learning
      7. Networks, Social Identity, and Learning
      8. Do New Organizational Forms Threaten Social Identity and Learning?
      9. Conclusions
   7. Chapter 15: Organizations, Learning, and Emotion
      1. Abstract
      2. Introduction
      3. Learning, Knowledge, and Emotion
      4. Some Perspectives on Emotions
      5. Organizations, Management, and Emotion
      6. Organizational Learning, Politics, and Emotion
      7. Anxiety
      8. Transference, Anxiety, and Defenses
      9. Group Emotions, Collective Dynamics, and Learning
      10. Criticism, Learning, and Care
   8. Chapter 16: Subtle Learning and Organizational Identity as Enablers of Strategic Change
      1. Abstract
      2. Introduction
      3. The Nature of Organizational Learning
      4. Subtle Learning
      5. Organizational Identity ←⇒ Organizational Learning
      6. Implications
      7. Conclusion
8. Part III: Knowledge and its Management in Organizations
   1. Chapter 17: Dominant Logic, Knowledge Creation, and Managerial Choice
      1. Abstract
      2. Introduction
      3. The Nature of Dominant Logic
      4. Variance Suppression
      5. Some Future Directions for the Study of Dominant Logic
      6. Process Dominant Logics
   2. Chapter 18: Informal Knowledge and Innovation
      1. Abstract
      2. Knowledge and Innovation
      3. Why External Knowledge?
      4. Informal Modes of Knowledge Acquisition
      5. The Stage of Organizational Innovation and Informal Knowledge
      6. Informal Knowledge and Innovation: Next Steps
   3. Chapter 19: Knowledge Sharing in Organizations: The Role of Communities a
      1. Abstract
      2. Introduction
      3. The Problem of Knowledge Sharing
      4. Agency in Knowledge Sharing
      5. The Communal Resource
      6. Conclusion and Research Imperatives
   4. Chapter 20: Organizational Forgetting
      1. Abstract
      2. Introduction
      3. Learning Curves and Knowledge Decay
      4. Unlearning and Forgetting
      5. A Comprehensive Model of Learning and Forgetting
      6. Conclusions and New Avenues for Research
   5. Chapter 21: How Should We Understand Tacit Knowledge? A Phenomenological View
      1. Abstract
      2. Introduction
      3. Personal Knowing, Tacit Knowledge, and Skillful Performance: A Primer in Polanyi
      4. Tacit Knowledge in Management Studies: The Great Misunderstanding
      5. Articulating Tacit Knowledge
      6. Conclusions
   6. Chapter 22: Organizing Knowledge in Social, Alliance, and Organizational Networks
      1. Abstract
      2. Introduction
      3. Knowledge in Three Network Types
      4. Networks: Integrative Perspectives
      5. Network Capability
      6. Progress and Prospects
   7. Chapter 23: Knowledge Assets, Capabilities, and the Theory of the Firm
      1. Abstract
      2. Introduction
      3. Knowledge Assets and Learning
      4. Knowledge Assets and Competitive Advantage
      5. A Theory of the Learning Firm
      6. Conclusion
   8. Chapter 24: The Human Side of Dynamic Capabilities: a Holistic Learning Model
      1. Abstract
      2. Introduction
      3. A Review of the Concept
      4. A ‘Holistic’ Framework of Dynamic Capabilities
      5. Conclusions
   9. Chapter 25: Knowledge Structures and Innovation: Useful Abstractions and Unanswered Questions
      1. Abstract
      2. Organizational Knowledge-Bases
      3. Three Mechanisms of Innovation Search
      4. Dimensions of Organizational Knowledge-Bases
      5. The Antecedents of Organizational Knowledge-Bases
      6. Unanswered Questions
9. Part IV: Learning and Knowledge in International Contexts
   1. Chapter 26: The Impact of Intercultural Communication on Global Organizational Learning
      1. Abstract
      2. Introduction
      3. Communication in Global Organizational Learning
      4. Intercultural Communication
      5. Intercultural Communication Barriers to Organizational Learning
      6. Sender-related Intercultural Communication Barriers to Organizational Learning
      7. Receiver-related Intercultural Communication Barriers to Organizational Learning
      8. Cultural Intelligence and Levels of Readiness
   2. Chapter 27: Collaborating, Learning and Leveraging Knowledge Across Borders: A Meta-Theory of Learning
      1. Abstract
      2. Introduction
      3. Mapping the Collaborative Learning Field
      4. Collaborative Learning
      5. Towards A Meta-framework of Collaborative Learning
      6. Concluding Remarks
   3. Chapter 28: Organizational Learning in Asia
      1. Abstract
      2. Taking Stock of Past Research
      3. Nonaka’s Theory of Knowledge Creation
      4. Towards a Pan-Asian Perspective on Organizational Learning
      5. Implications for Organizational Learning and Knowledge Creation
   4. Chapter 29: Learning Across Boundaries: The Effect of Geographic Distribution
      1. Abstract
      2. Introduction
      3. Theoretical Framework
      4. Effect of Contextual Factors on Organizational Learning and Knowledge Transfer
      5. Future Work and Conclusion
10. Index