ABSTRACT

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.

chapter

Introduction

part 1|30 pages

Organisational learning

chapter 2|5 pages

The centrality of experience

chapter 3|4 pages

The learning organisation

chapter 4|16 pages

Models of the learning organisation

part 2|100 pages

Organisational learning

chapter 6|10 pages

Ethics

chapter 7|20 pages

Human resource development

chapter 8|38 pages

Knowledge as an organisational asset

part 3|38 pages

Developing organisational learning programmes

chapter 9|21 pages

Learning and development

Social and collaborative learning

chapter 10|15 pages

Knowledge-based information systems

A technical infrastructure for learning

part 4|86 pages

Spades

chapter 11|4 pages

Introduction to the SPADES model

chapter 12|25 pages

Planting an experiential-learning community

chapter 13|18 pages

Nurturing an experiential-learning community

chapter 14|15 pages

Growing an experiential-learning community

chapter 15|22 pages

Propagating practices in an experiential-learning community

Spreading the message

part 5|10 pages

Reflection on the discipline of organisational learning