Organizational Learning [electronic resource] : Creating, Retaining and Transferring Knowledge /
Argote, Linda.author.
Why do some organizations learn at faster rates than others? Why do organizations "forget"? Could productivity gains acquired in one part of an organization be transferred to another?   These are among the questions addressed in Organizational Learning: Creating, Retaining and Transferring Knowledge.  Since its original publication in 1999, this book has set the standard for research and analysis in the field.  This fully updated and expanded edition showcases the most current research and insights, featuring a new chapter that provides a theoretical framework for analyzing organizational learning and presents evidence about how the organizational context affects learning processes and outcomes.   Drawing from a wide array of studies across the spectrum of management, economics, sociology, and psychology, Organizational Learning explores the dynamics of learning curves in organizations, with particular emphasis on how individuals and groups generate, share, reinforce, and sometimes forget knowledge.  With an increased emphasis on service organizations, including healthcare, Linda Argote demonstrates that organizations vary dramatically in the rates at which they learn-with profound implications for productivity, performance, and managerial and strategic decision making. .
Description based upon print version of record.
Organizational Learning; Preface to the Second Edition; Contents; Chapter 1: Organizational Learning Curves: An Overview; 1.1 Introduction; 1.2 Historical Overview; 1.3 Recent Research Trends; 1.3.1 Expanded Set of Outcomes; 1.3.2 Understanding Productivity Differences; 1.3.3 Organizational Forgetting; 1.3.4 Knowledge Transfer; 1.4 Measuring Knowledge and Assessing Learning; 1.5 Organizations Vary in Their Learning Rates; 1.6 Sources of Variation in Learning Rates; 1.6.1 Levels of Analysis; 1.7 Theoretical Models of Organizational Learning; 1.8 Learning Curve Applications; 1.9 Conclusion
ReferencesChapter 2: Organization Learning: A Theoretical Framework; 2.1 Introduction; 2.2 Organizational Learning De fi ned; 2.3 A Theoretical Framework; 2.4 Organizational Experience; 2.4.1 Direct Versus Indirect Experience; 2.4.2 Novelty of Experience; 2.4.3 Success Versus Failure Experience; 2.4.4 Ambiguity of Experience; 2.4.5 Spatial Location of Experience; 2.4.6 Timing of Experience; 2.4.7 Rareness of Experience; 2.4.8 Simulation of Experience; 2.4.9 Heterogeneity of Experience; 2.4.10 Pace of Experience; 2.5 The Organizational Context; 2.5.1 Specialist Versus Generalist Organizations
2.5.2 Organizational Culture2.5.3 Organizational Structure; 2.5.4 Performance Feedback; 2.5.5 Training; 2.5.6 Absorptive Capacity; 2.5.7 Aspiration Levels; 2.5.8 Slack Resources; 2.5.9 Power and Status; 2.5.10 Social Networks; 2.5.11 Member Diversity and Stability; 2.5.12 Tools; 2.6 Organizational Learning Processes; 2.6.1 Mindfulness of Organizational Learning Processes; 2.6.2 Distribution of Organizational Learning Processes; 2.6.3 Improvisation of Organizational Learning Processes; 2.7 Knowledge; 2.8 Conclusion; References; Chapter 3: Organizational Forgetting; 3.1 Introduction
3.2 Knowledge Depreciation3.3 A Case Example; 3.4 Empirical Evidence; 3.4.1 The Shipyard Study; 3.4.1.1 Method and Sources of Data; 3.4.1.2 Results; 3.4.1.3 An Application; 3.4.1.4 Discussion of Causes of Knowledge Depreciation; 3.4.2 The Automotive Study; 3.4.2.1 Research on Consequences of Turnover; 3.4.2.2 Method and Sources of Data; 3.4.2.3 Results; 3.4.3 The Franchise Study; 3.4.4 Other Analyses of Depreciation; 3.5 Depreciation Rates Vary; 3.6 Implications for Practice; 3.7 Conclusion; References; Chapter 4: Organizational Memory; 4.1 Introduction; 4.2 Sources of Productivity Gains
4.2.1 Increased Individual Pro fi ciency4.2.2 Modi fi cations in Technology; 4.2.3 Elaborations in Structure and Routines; 4.3 Repositories of Organizational Knowledge; 4.3.1 Knowledge Embedded in Individual Members; 4.3.2 Knowledge Embedded in Organizations; 4.3.2.1 Knowledge Embedded in Tools and the Tool-Tool Network; 4.3.2.2 Knowledge Embedded in the Task-Task Network; 4.3.2.3 Knowledge Embedded in the Member-Member Network; 4.3.2.4 Knowledge Embedded in the Member-Task, Member-Tool, and Task-Tool Networks; 4.4 Consequences of Where Knowledge Is Embedded
4.4.1 Knowledge Embedded in Individual Members
Includes bibliographical references and index.
Why do some organizations learn at faster rates than others? Why do organizations "forget"? Could productivity gains acquired in one part of an organization be transferred to another?   These are among the questions addressed in Organizational Learning: Creating, Retaining and Transferring Knowledge.  Since its original publication in 1999, this book has set the standard for research and analysis in the field.  This fully updated and expanded edition showcases the most current research and insights, featuring a new chapter that provides a theoretical framework for analyzing organizational learning and presents evidence about how the organizational context affects learning processes and outcomes.   Drawing from a wide array of studies across the spectrum of management, economics, sociology, and psychology, Organizational Learning explores the dynamics of learning curves in organizations, with particular emphasis on how individuals and groups generate, share, reinforce, and sometimes forget knowledge.  With an increased emphasis on service organizations, including healthcare, Linda Argote demonstrates that organizations vary dramatically in the rates at which they learn-with profound implications for productivity, performance, and managerial and strategic decision making. .
Personnel management.
Organization.
Planning.
Leadership.
Human Resource Management.
Organization.
Business Strategy/Leadership.