Organizational Learning Capability: Generating and Generalizing Ideas with ImpactOxford University Press, 28/01/1999 - 232 من الصفحات Organizational learning matters now more than ever. In today's hypercompetitive business environment, successful executives must be able to discover opportunities, face problems, and pursue innovative ideas, then turn those ideas into action throughout an organization. Based on both empirical research and practice experience, this book gives managers the tools to do just that. Organizational learning capability is the capacity to generate and generalize ideas with impact. Managers generate new ideas in four basic ways: experimentation, in which organizations learn by trying many new products and processes; continuous improvement, in which they learn by constantly improving what they have done before and mastering each step in a process before moving on to other processes; knowledge acquisition, in which they learn by encouraging individuals and teams to acquire new knowledge continuously; and benchmarking, in which they learn by studying how other groups do things and trying to adapt their techniques. Each learning types leads to different performance consequences. Managers must also be able to generalize information through technology, movement of people, incentives, and learning processes. By both generating and generalizing ideas with impact, managers have a blueprint for making learning happen. Learning may not be sustained, however, unless it is congruent with the larger business context--the organization's strategy and culture and the industry's characteristics. Unfortunately, just as organizations develop learning capabilities, they also suffer from certain learning disabilities. This book outlines common disabilities and the means to overcome them. The authors assist practicing managers by providing several examples of successful and unsuccessful organizations and describing the ways in which they have helped organizations improve learning capability in their consulting practices. Based on detailed case studies, a review of past literature, and data gleaned from a worldwide survey of companies,Organizational Learning Capability is an accessible and useful guide for managers competing in the information economy. This book turns abstract ideas into practice, offers tools that managers can use, and presents a simple yet profound road map for making learning a reality. |
المحتوى
3 | |
What We Know about Organizational Learning Different Learning Styles | 19 |
A Model for Organizational Learning Capability The Three Building Blocks | 41 |
Generating Ideas with Impact 3M HP and Other Idea Machines | 60 |
Generalizing Ideas with Impact The Case of Samsung Electronics | 83 |
Identifying Learning Disabilities Samsung Revisited and Three Health Care Systems | 102 |
Building Organizational Learning Capability A Blueprint for Learning Architects | 121 |
Learning Matters Warts and All Diary of a True Learning Organization | 142 |
Worksheets | 155 |
Notes on Research Methodology and Participating Companies | 173 |
Survey Research Instrument | 191 |
Notes | 201 |
Index | 211 |
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عبارات ومصطلحات مألوفة
ability actions adhocracy Alcatel Argyris assess behavior benchmarking boundaries build learning building blocks building learning capability business context business culture business performance business strategy C. K. Prahalad chapter Chris Argyris companies company's competency acquisition competitive competitors continuous improvement corporate create customers differentiation diffusion deficiency emphasize employees encourage environment executives experience experimentation Fifth Discipline firms flexible manufacturing focus focused ganization global goal Harley-Davidson homogeneity Human Resource ideas with impact identified implement individuals industry innovation Jack Welch knowledge Large Extent learning disabilities learning organization learning styles Little Extent management practices Motorola nization orga organization's organizational learning capability outcomes panies paralysis problems product differentiation programs rewards sample Samsung Electronics score simplemindedness specific Steve Kerr successful superstitious learning systems thinking Table tegic tight coupling tion tional top management values worksheet worldwide survey zation Zeebee
مقاطع مشهورة
الصفحة 4 - In an economy where the only certainty is uncertainty, the one sure source of lasting competitive advantage is knowledge (Nonaka, 1991).
الصفحة 26 - Systems thinking is a discipline for seeing wholes. It is a framework for seeing interrelationships rather than things, for seeing patterns of change rather than static "snapshots.
الصفحة 9 - ... learning. Organizations do not have brains, but they have cognitive systems and memories. As individuals develop their personalities, personal habits, and beliefs over time, organizations develop worldviews and ideologies. Members come and go, and leadership changes, but organizations' memories preserve certain behaviors, mental maps, norms, and values over time.
الصفحة 9 - As individuals develop their personalities, personal habits, and beliefs over time, organizations develop world views and ideologies. Members come and go, and leadership changes, but organizations' memories preserve certain behaviors, mental maps, norms, and values over time.
الصفحة 26 - The essence of the discipline of systems thinking lies in a shift of mind: seeing interrelationships rather than linear cause-effect chains, and seeing processes of change rather than snapshots...
الصفحة 26 - ... integrates the disciplines, fusing them into a coherent body of theory and practice. It keeps them from being separate gimmicks or the latest organization fads.
الصفحة 125 - At the heart of this culture is an understanding that an organization's ability to learn, and translate that learning into action rapidly, is the ultimate competitive business advantage.
الصفحة 6 - that the rate at which individuals and organizations learn may become the only sustainable competitive advantage".
الصفحة 26 - Without a systemic orientation, there is no motivation to look at how the disciplines interrelate. By enhancing each of the other disciplines, it continually reminds us that the whole can exceed the sum of its parts. For example, vision without systems thinking ends up painting lovely pictures of the future with no deep understanding of the forces that must be mastered to move from here to there. This is one of the reasons why many firms that have jumped on the "vision bandwagon...
الصفحة 198 - Think of an ideal job. disregarding your present job. In choosing an ideal job, how important would it be to you to have the following?