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From the perspective of behavioural science, this book
systematically investigates organizational learning in Chinese
organizations based on multilevel theory over the past 20 years.
The findings contribute to the theory and practice of
organizational learning and give insights into the construction of
learning organizations. Revisiting existing studies on
organizational learning, the author reconceptualises organizational
learning and constructs an integrative model, which is corroborated
and then supplemented by empirical research. Based on samples and
materials from 3,000 managers and employees in organizations from
all over China, the book further elaborates this integrative model
covering the multilevel structure, trans-level functions and
generative mechanisms that figure prominently in organizational
learning in Chinese organizations. This framework helps enhance the
organizational learning ability and the establishment of a learning
culture, while offering possible directions for updating research
methods and a stereoscopic theory of organizational learning. The
book will be a good reference for management practitioners,
students and academics interested in organizational behaviour,
human resource management, innovation management, and multilevel
perspective.
From the perspective of behavioural science, this book
systematically investigates organizational learning in Chinese
organizations based on multilevel theory over the past 20 years.
The findings contribute to the theory and practice of
organizational learning and give insights into the construction of
learning organizations. Revisiting existing studies on
organizational learning, the author reconceptualises organizational
learning and constructs an integrative model, which is corroborated
and then supplemented by empirical research. Based on samples and
materials from 3,000 managers and employees in organizations from
all over China, the book further elaborates this integrative model
covering the multilevel structure, trans-level functions and
generative mechanisms that figure prominently in organizational
learning in Chinese organizations. This framework helps enhance the
organizational learning ability and the establishment of a learning
culture, while offering possible directions for updating research
methods and a stereoscopic theory of organizational learning. The
book will be a good reference for management practitioners,
students and academics interested in organizational behaviour,
human resource management, innovation management, and multilevel
perspective.
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