9783843394918 - HOW LEARNING ORGANISATION PRACTICES CLOSE KNOWLEDGE CREATION di Blackman, Deborah (9 risultati)

Condizione: New. In.

Paperback. Condizione: New.

Taschenbuch. Condizione: Neu. HOW LEARNING ORGANISATION PRACTICES CLOSE KNOWLEDGE CREATION | Deborah Blackman | Taschenbuch | 332 S. | Englisch | 2011 | LAP LAMBERT Academic Publishing | EAN 9783843394918 | Verantwortliche Person für die EU: OmniScriptum GmbH & Co. KG, Bahnhofstr. 28, 66111 Saarbrücken, info[at]akademikerverlag[dot]de | Anbieter: preigu.

PAP. Condizione: New. New Book. Shipped from UK. THIS BOOK IS PRINTED ON DEMAND. Established seller since 2000.

PAP. Condizione: New. New Book. Delivered from our UK warehouse in 4 to 14 business days. THIS BOOK IS PRINTED ON DEMAND. Established seller since 2000.

Taschenbuch. Condizione: Neu. This item is printed on demand - it takes 3-4 days longer - Neuware -This book discusses whether the pursuit of learning organisation status leads to behaviours that close an organisation to new knowledge. Discussion of three assumptions derived from literature indicates that developing learning processes may not automatically result in useful knowledge. Consideration of learning organisation models, power, potential system closure, knowledge levels and individual preferences suggests that instead the outputs may lead to an organisation effectively reversing the knowledge development cycle, effectively closing the system. Moreover epistemological study indicates that, whilst the models are assumed to be rational in nature, the organisational knowledge is constructed. This mismatch, plus a lack of challenge, is shown to undermine an organisation's ability to recognise or use its knowledge. Four implications are identified: that idea generation becomes less important than idea recognition and use; that knowledge recognition becomes severely limited; that the presence of putative knowledge prevents transformation and that developing learning organisation activities inhibits change. 332 pp. Englisch.

Condizione: New. Dieser Artikel ist ein Print on Demand Artikel und wird nach Ihrer Bestellung fuer Sie gedruckt. Autor/Autorin: Blackman DeborahPhD: Nottingham Trent University. Research interests include organisational learning, knowledge management and organisational effectiveness she integrates theories including philosophy, which seek to understand .

Taschenbuch. Condizione: Neu. This item is printed on demand - Print on Demand Titel. Neuware -This book discusses whether the pursuit of learning organisation status leads to behaviours that close an organisation to new knowledge. Discussion of three assumptions derived from literature indicates that developing learning processes may not automatically result in useful knowledge. Consideration of learning organisation models, power, potential system closure, knowledge levels and individual preferences suggests that instead the outputs may lead to an organisation effectively reversing the knowledge development cycle, effectively closing the system. Moreover epistemological study indicates that, whilst the models are assumed to be rational in nature, the organisational knowledge is constructed. This mismatch, plus a lack of challenge, is shown to undermine an organisation''s ability to recognise or use its knowledge. Four implications are identified: that idea generation becomes less important than idea recognition and use; that knowledge recognition becomes severely limited; that the presence of putative knowledge prevents transformation and that developing learning organisation activities inhibits change.VDM Verlag, Dudweiler Landstraße 99, 66123 Saarbrücken 332 pp. Englisch.

Taschenbuch. Condizione: Neu. nach der Bestellung gedruckt Neuware - Printed after ordering - This book discusses whether the pursuit of learning organisation status leads to behaviours that close an organisation to new knowledge. Discussion of three assumptions derived from literature indicates that developing learning processes may not automatically result in useful knowledge. Consideration of learning organisation models, power, potential system closure, knowledge levels and individual preferences suggests that instead the outputs may lead to an organisation effectively reversing the knowledge development cycle, effectively closing the system. Moreover epistemological study indicates that, whilst the models are assumed to be rational in nature, the organisational knowledge is constructed. This mismatch, plus a lack of challenge, is shown to undermine an organisation's ability to recognise or use its knowledge. Four implications are identified: that idea generation becomes less important than idea recognition and use; that knowledge recognition becomes severely limited; that the presence of putative knowledge prevents transformation and that developing learning organisation activities inhibits change.