Full Description
This title was first published in 2000. In contemporary management literature, the idea that managers and organizations should learn and provide widespread capabilities for learning to learn is gaining popularity. Some see reflexive thinking and learning as being the proper response to the transformation of industrial society. However, this study is not concerned too much with the reasons for learning, but is more about how actors and groups of actors actually learn and the resources at their disposal for learning. The study aims to show that differences in social context do matter, and analyzes the organizational learning process in the political and social transformation of East Germany.
Contents
List of Figures and Tables, List of Abbreviations, List of Interview Partners, Acknowledgements, 1. Introduction, 2. Theories of Organisational Learning, Institutional Settings and Enactment, 3. Research Design, Company Cases and Methods of Investigation, 4. Trajectories of Learning in Three East German Companies, 5. A Systematic Comparison of the Cases, 6. Intertwining Organisational Learning and Institutional Settings, References
