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Handbook of Organizational Learning and Knowledge Management
The fully revised and updated version of this successful Handbook is welcomed by management scholars world-wide. By bringing together the latest approaches from the leading experts in organizational learning & knowledge management the volume provides a unique and valuable overview of current thinking about how organizations accumulate 'knowledge' and learn from experience. Key areas of update in the new edition
720 pages, Paperback
First published January 1, 2011
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Displaying 1 - 3 of 3 reviews
December 23, 2022
Why (Not) to read this book (Target Audience)
This book lets you move beyond Explicit knowledge int Communities of Knowledge
How this book changed my daily live (Takeaways)
1. Watkins and Marsick (1993) address three barriers to learning
a. Learned helplessness
b. Truncated learning
c. Tunnel vision
2. Learning involves success and failure, trial and error, triumph and disappointment
a. ‘Survival learning’ enhances our capacity to adapt
b. ‘Generative learning’ enhances our capacity to create
3. The tacit nature of knowledge and the collective actions of knowledge sharing pose limitations to HR management systems
a. Place emphasis on the social interactions
b. Fear of failure or criticism, is a result of a political set-up focused on punishment and making scapegoats
c. Lave and Wenger (1991) community (of learning / practice) within an organization that collectively acts as a teacher to a new apprentice
Spoiler Alerts (Highlights)
All knowledge is imperfect and incomplete. Societies, human capabilities, social relations, resources, and technologies, all change. Even very ancient ideas have to be restated using modern language and metaphors to make them meaningful to the current age. Thus, how knowledge evolves is more important than what knowledge exists already.
This book lets you move beyond Explicit knowledge int Communities of Knowledge
How this book changed my daily live (Takeaways)
1. Watkins and Marsick (1993) address three barriers to learning
a. Learned helplessness
b. Truncated learning
c. Tunnel vision
2. Learning involves success and failure, trial and error, triumph and disappointment
a. ‘Survival learning’ enhances our capacity to adapt
b. ‘Generative learning’ enhances our capacity to create
3. The tacit nature of knowledge and the collective actions of knowledge sharing pose limitations to HR management systems
a. Place emphasis on the social interactions
b. Fear of failure or criticism, is a result of a political set-up focused on punishment and making scapegoats
c. Lave and Wenger (1991) community (of learning / practice) within an organization that collectively acts as a teacher to a new apprentice
Spoiler Alerts (Highlights)
All knowledge is imperfect and incomplete. Societies, human capabilities, social relations, resources, and technologies, all change. Even very ancient ideas have to be restated using modern language and metaphors to make them meaningful to the current age. Thus, how knowledge evolves is more important than what knowledge exists already.
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November 14, 2021Hard to read academic work, with good insights on:
Fluid Learning
Subtle learning
Communities of Learning
My Highlights: https://learning.oreilly.com/highligh...
Fluid Learning
Subtle learning
Communities of Learning
My Highlights: https://learning.oreilly.com/highligh...
Currently reading
November 21, 2011Very influential book in Management Learning discipline. I am enjoying every single page of it.
It summarises past, current and future debates on OL and KM.
It summarises past, current and future debates on OL and KM.
Displaying 1 - 3 of 3 reviews