Creating a Learning Culture

Strategy, Technology, and Practice
Erscheinungsjahr 2004
ISBN: 978-0-521-83017-1
Verlag: Cambridge University Press

Buch, Englisch, 374 Seiten, Format (B × H): 158 mm x 236 mm, Gewicht: 740 g

Creating a Learning Culture features insightful essays from industry observers and revealing case studies of prominent corporations. Each chapter revolves around creating an environment where learning takes place each day, all day - fundamentally changing the way we think about how, what, and when we learn, and how we can apply learning to practice. For the first time contemporary work on this subject appears in one volume. Three sections address key aspects of learning culture: the modern business context and the importance of learning at every juncture; the organic and adaptive approaches organizational leaders can take to design enduring success; and the expanding role of individuals within organizations and the implications for business leaders, educators, technologists, and learners. Identifying the steps companies must take to remain competitive for years to come, this book explains how learning strategies applied to all aspects of every job can provide swift returns and lasting results.

Autoren/Hrsg.

Conner, Marcia L.

Clawson, James G.

Fachgebiete

• Wirtschaftswissenschaften Wirtschaftswissenschaften Wirtschaftswissenschaften: Allgemeines
• Wirtschaftswissenschaften Betriebswirtschaft Management Unternehmensorganisation & Entwicklungsstrategien
• Wirtschaftswissenschaften Betriebswirtschaft Betriebswirtschaft: Theorie & Allgemeines

Inhaltsverzeichnis

Foreword Douglas K. Smith; Introduction John Seely Brown and Estee Solomon Gray; Part I. Perspectives on a Changing World: 1. Leading and learning with nobody in charge Harlan Cleveland; 2. Our world as a learning system: a communities-of-practice approach William M. Snyder and Etienne Wenger; 3. Developing talent in a highly regulated industry Karen Kocher; 4. The invisible dogma Mitch Ratcliffe; 5. Looking back on technology to look forward on collaboration and learning David Grebow; 6. Using measurement to foster culture and sustainable growth Laurie Bassi, Karen L. McGraw and Dan McMurrer; Part II. Adaptive Approaches to Organizational Design: 7. Innovative cultures and adaptive organizations Edgar H. Schein; 8. A relational view of learning: how who you know affects what you know Rob Cross, Lisa Abrams and Andrew Parker; 9. Improved performance: that's our diploma Wendy L. Coles; 10. The real and appropriate role of technology to create a learning culture Marc J. Rosenberg; 11. The agility factor Eileen Clegg and Clark N. Quinn; 12. Tools and methods to support learning networks Dori Digenti; Part III. Expanding Individual Responsibility: 13. Envisioning a learning culture: history, self-governing citizens, and no dancing elephants Brook Manville; 14. Individual competencies and partnerships: the primary cultural influencers Brenda Wilkins; 15. Learning culture in a global context Gunnar Brückner; 16. Learning in the company of maniacs Garry O. Ridge; 17. Trust, identity, reputation, and learning in organizations Cliff Figallo; Afterword Marcia L. Conner and James G. Clawson; Index.

Über Autor(innen)

Clawson, James G.
Marcia Conner is managing director of Ageless Learner, a think-tank and advisory services practice and a fellow of the Batten Institute, Darden Graduate School of Business Administration, University of Virginia. She is the author of Learn More Now: 10 Simple Steps to Learning Better, Smarker, and Faster (2004).

Conner, Marcia L.
James G. Clawson is Professor at the Darden Graduate School of Business Administration, University of Virginia. He is the author of Self-Assessment and Career Development, An MBA's guide to Self-Assessment and Career Development, and Level Three Leadership: Getting Below the Surface.