Results 251 to 260 of about 1,211,388 (274)
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2013
The professional commitment of practitioners in a changing society requires them to continuously acquire new professional knowledge. Since robust and relevant knowledge is often in short supply, practitioners must learn to acquire the knowledge they need.
Yekutiel Sabah, Patricia Cook-Craig
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The professional commitment of practitioners in a changing society requires them to continuously acquire new professional knowledge. Since robust and relevant knowledge is often in short supply, practitioners must learn to acquire the knowledge they need.
Yekutiel Sabah, Patricia Cook-Craig
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Revista de enfermeria (Barcelona, Spain), 2002
This article presents the reader with conceptual close-up view about the attractive topic organizational apprenticeship and includes and extensive bibliographical file. Therefore, due to the author's effort, we chronologically trace those authors who have contributed to conceptualizing the aforementioned apprenticeship, with particular emphasis on the ...
Marleen Huysman, Dirk de Wit
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This article presents the reader with conceptual close-up view about the attractive topic organizational apprenticeship and includes and extensive bibliographical file. Therefore, due to the author's effort, we chronologically trace those authors who have contributed to conceptualizing the aforementioned apprenticeship, with particular emphasis on the ...
Marleen Huysman, Dirk de Wit
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Journal of Management, 2010
Organizational learning is key to an organization’s capability for continuous change and renewal. As a result, scholarly interest in identifying the antecedents of organizational learning has greatly increased over the past couple of decades. This study focuses on (1) identifying and measuring the distinct subprocesses that make up the organizational ...
Luis G. Flores +3 more
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Organizational learning is key to an organization’s capability for continuous change and renewal. As a result, scholarly interest in identifying the antecedents of organizational learning has greatly increased over the past couple of decades. This study focuses on (1) identifying and measuring the distinct subprocesses that make up the organizational ...
Luis G. Flores +3 more
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The Academy of Management Review, 1985
Made available in DSpace on 2012-01-25T22:29:34Z (GMT). No. of bitstreams: 2 organizationalle1110fiol.pdf: 2345197 bytes, checksum: 12afa5e5968bdfcf89bb44624319f158 (MD5) license.txt: 4922 bytes, checksum: 910b249b4beec47e7ab768910c8f966f (MD5) Previous issue date: ; Includes bibliographical references (p. 22-25).
Fiol, C. Marlene, Lyles, Marjorie A.
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Made available in DSpace on 2012-01-25T22:29:34Z (GMT). No. of bitstreams: 2 organizationalle1110fiol.pdf: 2345197 bytes, checksum: 12afa5e5968bdfcf89bb44624319f158 (MD5) license.txt: 4922 bytes, checksum: 910b249b4beec47e7ab768910c8f966f (MD5) Previous issue date: ; Includes bibliographical references (p. 22-25).
Fiol, C. Marlene, Lyles, Marjorie A.
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International Journal of Manpower, 2011
PurposeThe purpose of this study was to examine the antecedent, perception of the external environment, and its relationship to organizational learning, as well as explore the relationships between organizational learning and innovation performance at two levels, including individual and organizational‐level innovation performance.Design/methodology ...
Yu‐Lin Wang, Andrea D. Ellinger
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PurposeThe purpose of this study was to examine the antecedent, perception of the external environment, and its relationship to organizational learning, as well as explore the relationships between organizational learning and innovation performance at two levels, including individual and organizational‐level innovation performance.Design/methodology ...
Yu‐Lin Wang, Andrea D. Ellinger
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2018
This chapter discusses how organizations learn, drawing on organizational learning undertaken by individuals, by groups, and by organizations as a whole. It explains what organizational learning might mean and contrasts different theories of learning in order to understand some aspects of how the topic has been discussed in the research literature.
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This chapter discusses how organizations learn, drawing on organizational learning undertaken by individuals, by groups, and by organizations as a whole. It explains what organizational learning might mean and contrasts different theories of learning in order to understand some aspects of how the topic has been discussed in the research literature.
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Administrative Science Quarterly, 1998
Abstract It has long been recognized that successful strategies are those which adapt organizations to the opportunities and threats in their environments, and which enhance their internal capacities. Adaptation to external developments and internal enhancement both involve ‘organizational learning’.
John Child, David Faulkner
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Abstract It has long been recognized that successful strategies are those which adapt organizations to the opportunities and threats in their environments, and which enhance their internal capacities. Adaptation to external developments and internal enhancement both involve ‘organizational learning’.
John Child, David Faulkner
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Management Learning, 2004
This paper develops a ‘third way’ of organizational learning (OL) encompassing two metaphors for learning: acquisition and participation. These two metaphors can be found in the learning theories of OL. The ‘first’ and ‘second way’ of OL are identified as being, respectively, individuals’ skills and knowledge acquisition in organizations as systems ...
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This paper develops a ‘third way’ of organizational learning (OL) encompassing two metaphors for learning: acquisition and participation. These two metaphors can be found in the learning theories of OL. The ‘first’ and ‘second way’ of OL are identified as being, respectively, individuals’ skills and knowledge acquisition in organizations as systems ...
openaire +2 more sources
Management Learning, 1994
This paper examines the current state of development in the field of Organizational Learning and looks at the current state of its development. By drawing parallels with other approaches to organizational development, some of the traps and pitfalls for the further development of this field are illustrated. This is followed by a resume of the important
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This paper examines the current state of development in the field of Organizational Learning and looks at the current state of its development. By drawing parallels with other approaches to organizational development, some of the traps and pitfalls for the further development of this field are illustrated. This is followed by a resume of the important
openaire +1 more source