Chapter 17
Dominant Logic, Knowledge Creation, and Managerial Choice
Chapter 17: Dominant Logic, Knowledge Creation, and Managerial Choice
by MARJORIE A. LYLES, MARK EASTERBY-SMITH
Handbook of Organizational Learning and Knowledge Management, Second Edition
- Cover
- Title
- Copyright
- Contents
- Chapter 1: The Evolving Field of Organizational Learning and Knowledge Management
- Part I: Disciplinary Perspectives
- Chapter 2: Organizational Learning Viewed from a Social Learning Perspective
- Chapter 3: Organizational Learning: The Sociology of Practice
- Abstract
- Introduction
- The Grounding of the ‘Practice-based Studies’ Label
- The Polysemy of Practice
- The Epistemology of Practice
- The Becoming of a Practice and its Stabilization
- The Theoretical Contribution Made by the Study of Practices
- The Substantive Contribution Made by the Study of Practices
- Conclusions
- Chapter 4: Psychological Perspectives in Organizational Learning: A Four-Quadrant Approach
- Chapter 5: Information Technology and the Possibilities for Knowledge Sharing
- Chapter 6: Knowledge Management: Process, Practice, and Web 2.0
- Chapter 7: Knowledge Creation in Firms
- Chapter 8: A Framework for Integrating Organizational Learning, Knowledge, Capabilities, and Absorptive Capacity
- Part II: Organizational Learning and Learning Organizations
- Chapter 9: Learning Portfolios: An Alternative to Learning Organizations
- Abstract
- Introduction
- Images of Organizations and Learning
- Contrasting Images: Implications
- FIAT Auto: Case Example of a Company’s Learning Portfolio
- Analyzing Learning Portfolios
- Learning Portfolio Management
- Investment Dimensions to Learning
- Assessing Learning Effectiveness
- Guiding Learning Portfolios: The Role of the Chief Learning Officer
- Tailoring Theory and Application
- Conclusion
- Chapter 10: Intersubjectivity and Community-Building: Learning to Learn Organizationally
- Chapter 11: Fads, Fashions, and the Fluidity of Knowledge
- Chapter 12: The Contribution of Teams to Organizational Learning
- Chapter 13: Absorptive Capacity
- Chapter 14: Social Identity and Organizational Learning
- Abstract
- Introduction
- Social Identity
- Organizational Learning and Social Identity
- Identity Management in the Organizational Learning Process
- New Organizational Forms, Social Identity, and Learning
- Networks, Social Identity, and Learning
- Do New Organizational Forms Threaten Social Identity and Learning?
- Conclusions
- Chapter 15: Organizations, Learning, and Emotion
- Chapter 16: Subtle Learning and Organizational Identity as Enablers of Strategic Change
- Chapter 9: Learning Portfolios: An Alternative to Learning Organizations
- Part III: Knowledge and its Management in Organizations
- Chapter 17: Dominant Logic, Knowledge Creation, and Managerial Choice
- Chapter 18: Informal Knowledge and Innovation
- Chapter 19: Knowledge Sharing in Organizations: The Role of Communities a
- Chapter 20: Organizational Forgetting
- Chapter 21: How Should We Understand Tacit Knowledge? A Phenomenological View
- Chapter 22: Organizing Knowledge in Social, Alliance, and Organizational Networks
- Chapter 23: Knowledge Assets, Capabilities, and the Theory of the Firm
- Chapter 24: The Human Side of Dynamic Capabilities: a Holistic Learning Model
- Chapter 25: Knowledge Structures and Innovation: Useful Abstractions and Unanswered Questions
- Part IV: Learning and Knowledge in International Contexts
- Chapter 26: The Impact of Intercultural Communication on Global Organizational Learning
- Abstract
- Introduction
- Communication in Global Organizational Learning
- Intercultural Communication
- Intercultural Communication Barriers to Organizational Learning
- Sender-related Intercultural Communication Barriers to Organizational Learning
- Receiver-related Intercultural Communication Barriers to Organizational Learning
- Cultural Intelligence and Levels of Readiness
- Chapter 27: Collaborating, Learning and Leveraging Knowledge Across Borders: A Meta-Theory of Learning
- Chapter 28: Organizational Learning in Asia
- Chapter 29: Learning Across Boundaries: The Effect of Geographic Distribution
- Chapter 26: The Impact of Intercultural Communication on Global Organizational Learning
- Index
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