Adaptation and Context
Edited by Anders Örtenblad
This timely Handbook establishes the ‘contextualization’ of the learning organization idea as a research field. In contrast to much of the previous literature, which has approached the learning organization as a panacea that every organization could and should adopt, this major new Handbook puts the learning organization into context. It examines the relevance of the learning organization idea to organizations in various specific contexts, employing examples from a wide variety of cultures including China and Islamic nations, and from industries as diverse as the police force, care services for the elderly and family firms.
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- Handbook of Research on the Learning Organization
- Chapter 1: Introduction: putting the learning organization into context: an emerging research field
- Chapter 2: What do we mean by ‘learning organization’?
- Chapter 3: Putting the learning organization into context: contributions from previous works
- Chapter 4: Contextualizing the learning organization: approaches to research design
- Chapter 5: Obstacles to the learning organization
- Chapter 6: National culture and the learning organization: an integrative framework
- Chapter 7: Developing learning organizations in China
- Chapter 8: Learning organization practices in Mexico: an empirical study
- Chapter 9: Islamic perspective of the learning organization
- Chapter 10: Learning, trust and change within the Australian Army: the development of the Army Learning Organization Questionnaire (ALOQ)
- Chapter 11: The police force: to be or not to be a learning organization?
- Chapter 12: The learning organization in elderly care – can it fit?
- Chapter 13: Family firms as learning organizations
- Chapter 14: Universities as learning organizations: internationalization and innovation
- Chapter 15: Public sector organizations as learning organizations: insights from the education system in Pakistan
- Chapter 16: The learning organization: opportunities and challenges for small and medium-sized enterprises in developing countries
- Chapter 17: The universality of learning company principles: a critical realist approach
- Chapter 18: Who is the learning organization for? A stakeholder contingency approach to contextualizing managerial panaceas
- Chapter 19: ‘The learning organization’ – drop the dead metaphor! Performing organizing and learning in networks (so to speak)
- Chapter 20: Alternative learning organization
- Chapter 21: Contextualizing the learning organization: how will it help us learn in the future?
- Chapter 22: Towards a contingency model: recommendations for further research
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