Contents

Chapter 1: The Evolving Field of Organizational Learning and Knowledge Management

The Field and Scope of the Handbook

Major Sources

Watersheds

Future Directions

Conclusions

Part I: Disciplinary Perspectives

Chapter 2: Organizational Learning Viewed from a Social Learning Perspective

Abstract

Introduction

Organizational Learning Based Upon Individual Learning Theory

Social Learning Theory in Organizational Learning Literature

Inspiration from Pragmatism

Conclusion and Discussion

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

Abstract

Introduction

The Four Quadrant Framework

Emotion in Organizational Learning

Conclusion

Chapter 5: Information Technology and the Possibilities for Knowledge Sharing

Abstract

Introduction

Literature Review

Conceptualizing Knowledge Sharing and IT

Indicative Case Example: Knowledge Sharing in Compound UK

Implications for Enterprise 2.0 and Knowledge Management

Practical Implications

Conclusion

Chapter 6: Knowledge Management: Process, Practice, and Web 2.0

Abstract

Introduction

Knowledge Management in Organizations

The Role of Web 2.0 Technologies in Support of Organizational Knowledge Management

Summary and Conclusion

Chapter 7: Knowledge Creation in Firms

Abstract

Knowledge Management: Perils and Promises

Organizational Economics: A Novel Perspective on Knowledge Management

Knowledge Management: Organizational Economic Insights

Conclusions

Chapter 8: A Framework for Integrating Organizational Learning, Knowledge, Capabilities, and Absorptive Capacity

Abstract

Introduction

Definition of Constructs

Definition of Boundaries

Integrative Framework

The Moderating Role of a Knowledge Strategy

Conclusions and Directions for Future Research

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

Abstract

Introduction 1

Knowledge, Cognition, and Organizational Learning

Intersubjectivity: The Key to Communities and Community Building

From Theory to Practice: Community Building

Discussion—Some Key Learnings from Applying the Model

Conclusion

Chapter 11: Fads, Fashions, and the Fluidity of Knowledge

Abstract

Introduction

The Success of Senge’s TLO

TLO’s Latency Period

Senge’s Focus

What Research into Fads and Fashions Says About TLO’s Success

Fluid Knowledge

Chapter 12: The Contribution of Teams to Organizational Learning

Abstract

Introduction

A Review of the Team Learning Literature

Discussion

Conclusion

Chapter 13: Absorptive Capacity

Abstract

Introduction

Origins, Definitions, and Operationalizations

Outcomes and Antecedents

Moderators and Absorptive Capacity as a Moderator

Progress, Problems, and Prospects

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

Abstract

Introduction

Learning, Knowledge, and Emotion

Some Perspectives on Emotions

Organizations, Management, and Emotion

Organizational Learning, Politics, and Emotion

Anxiety

Transference, Anxiety, and Defenses

Group Emotions, Collective Dynamics, and Learning

Criticism, Learning, and Care

Chapter 16: Subtle Learning and Organizational Identity as Enablers of Strategic Change

Abstract

Introduction

The Nature of Organizational Learning

Subtle Learning

Organizational Identity ←⇒ Organizational Learning

Implications

Conclusion

Part III: Knowledge and its Management in Organizations

Chapter 17: Dominant Logic, Knowledge Creation, and Managerial Choice

Abstract

Introduction

The Nature of Dominant Logic

Variance Suppression

Some Future Directions for the Study of Dominant Logic

Process Dominant Logics

Chapter 18: Informal Knowledge and Innovation

Abstract

Knowledge and Innovation

Why External Knowledge?

Informal Modes of Knowledge Acquisition

The Stage of Organizational Innovation and Informal Knowledge

Informal Knowledge and Innovation: Next Steps

Chapter 19: Knowledge Sharing in Organizations: The Role of Communities a

Abstract

Introduction

The Problem of Knowledge Sharing

Agency in Knowledge Sharing

The Communal Resource

Conclusion and Research Imperatives

Chapter 20: Organizational Forgetting

Abstract

Introduction

Learning Curves and Knowledge Decay

Unlearning and Forgetting

A Comprehensive Model of Learning and Forgetting

Conclusions and New Avenues for Research

Chapter 21: How Should We Understand Tacit Knowledge? A Phenomenological View

Abstract

Introduction

Personal Knowing, Tacit Knowledge, and Skillful Performance: A Primer in Polanyi

Tacit Knowledge in Management Studies: The Great Misunderstanding

Articulating Tacit Knowledge

Conclusions

Chapter 22: Organizing Knowledge in Social, Alliance, and Organizational Networks

Abstract

Introduction

Knowledge in Three Network Types

Networks: Integrative Perspectives

Network Capability

Progress and Prospects

Chapter 23: Knowledge Assets, Capabilities, and the Theory of the Firm

Abstract

Introduction

Knowledge Assets and Learning

Knowledge Assets and Competitive Advantage

A Theory of the Learning Firm

Conclusion

Chapter 24: The Human Side of Dynamic Capabilities: a Holistic Learning Model

Abstract

Introduction

A Review of the Concept

A ‘Holistic’ Framework of Dynamic Capabilities

Conclusions

Chapter 25: Knowledge Structures and Innovation: Useful Abstractions and Unanswered Questions

Abstract

Organizational Knowledge-Bases

Three Mechanisms of Innovation Search

Dimensions of Organizational Knowledge-Bases

The Antecedents of Organizational Knowledge-Bases

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

Abstract

Introduction

Mapping the Collaborative Learning Field

Collaborative Learning

Towards A Meta-framework of Collaborative Learning

Concluding Remarks

Chapter 28: Organizational Learning in Asia

Abstract

Taking Stock of Past Research

Nonaka’s Theory of Knowledge Creation

Towards a Pan-Asian Perspective on Organizational Learning

Implications for Organizational Learning and Knowledge Creation

Chapter 29: Learning Across Boundaries: The Effect of Geographic Distribution

Abstract

Introduction

Theoretical Framework

Effect of Contextual Factors on Organizational Learning and Knowledge Transfer

Future Work and Conclusion

Index

We would like to thank Rachel Hills and Sophie Easterby-Smith for their tremendous help at editing, citation analysis, proofreading, formatting, and general management in drawing this new edition together.