Organisational Learning, 1st edition

  • Gilbert Probst
  • Bettina St Bachel

Unfortunately, this item is not available in your country.

Overview

In order to remain flexible and gain a lasting competitive advantage, todays organisations needs to understand the processes of organisational learning and to be able to adapt accordingly.

This book provides an overview of the key characteristics of a learning organisation and the learning processs needed in order to develop their potential.

Table of contents

Introduction.

I. THE IMPORTANCE OF ORGANISATIONAL LEARNING.

1. Case Study: ABB - The Logic of the Global Business.

II. WHAT IS ORGANISATIONAL LEARNING?

2. Case Study: Jakob Schlpfer Ltd.

III. THE NATURE OF ORGANISATIONAL LEARNING.

3. Case Study I: Organisational Learning at Departmental Level: The Training Department in Asea Brown Boveri, Switzerland.
4. Case Study II: Organisational Learning at Institutional Level: The Restructuring of Digital Equipment Europe (1992/93).

IV. WHAT PROMPTS LEARNING IN ORGANISATIONS?

5. Case Study I: IBM.
6. Case Study II: Hewlett-Packard.

V. WHO ARE THE AGENTS OF ORGANISATIONAL LEARNING?

7. Case Study: Group Project in Allianz Insurance.

VI. BARRIERS TO LEARNING.

8. Case Study: The Challenger Disaster.

IX. FACILITATING ORGANISATIONAL LEARNING.

10. Case Studies: Use of a Microworld in a Company Planning Seminar.
11. Tanaland, or Coping with Complexity.
12. Network Thinking in the Kuoni Travel Agency.
13. Royal Dutch Petroleum/Shell.
14. Maag Technic.
15. Winterthur Insurances.
16. Forbo International.
17. McDonald.
18. Digital Equipment Enterprise (1992).
19. Volkswagen Ltd.
20. Hewlett-Packard Ltd.
21. Digital Equipment Corporation.
22. Aare-Emmenkanal Ltd.
23. Mind Mapping in ABB Industrie Ltd.
24. COCOMAP and ORGMAP.
25. Knowledge, Ability and Motivation in Organisational Learning.

Published by Pearson (June 6th 1997) - Copyright © 1997