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Looks at the noble tradition of giving advice on strategic management and organizational learning by exploring some elements of fundamental knowledge that might inform such advice.
List of contents
List of contributors. Acknowledgments. Prelude (J.G. March). Preface (L. Argote). Industry and population-level learning: organizational, interorganizational, and collective learning processes (A.S. Miner, P. Anderson). Recurrent Learning by Organizations from their Own Experience. Learning within and among organizations (K.M. Carley). Recurrent Interorganizational Learning. Branch systems and nonlocal learning in populations (H.R. Greve). The organizational ecology of strategic interaction (A. Ginsberg et al.). Modes of interorganizational imitation and the transformation of organizational populations (S.J. Mezias, A.B. Eisner). Interorganizational personnel dynamics, population evolution, and population-level learning (J.B. Wade et al.). Sources, dynamics, and speed: a longitudinal behavioral simulation of interorganizational and population-level learning (J.A.C. Baum, W.B. Berta). Collective Population Learning. Fruits of failure: organizational failure and population-level learning (A.S. Miner et al.). Strategic groups: a situated learning perspective (T.K. Lant, C. Phelps). Constructing variation: insights from an emerging organizational field (T. Rura-Polley). Collective interpretation and collective action in population-level learning: technology choice in the American cement industry (P. Anderson).
Summary
Looks at the noble tradition of giving advice on strategic management and organizational learning by exploring some elements of fundamental knowledge that might inform such advice.
