Romano / Secundo Dynamic Learning Networks

Models and Cases in Action
1. Auflage 2009
ISBN: 978-1-4419-0251-1
Verlag: Springer
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 178 Seiten

Dynamic Learning Networks: Models and Cases in Action represents an attempt to provide a network perspective of organizational learning to drive dynamic competition through extended firm learning processes. This edited volume, contributed by worldwide experts in the field, provides academics and company managers with an extended view of organizational learning networks from real cases and different perspectives. Dynamic Learning Networks: Models and Cases in Action is based on the workshop, Managing Uncertainty and Competition through Dynamic Learning Networks. It was organized by the E-Business Management Section of Scuola Superiore ISUFI - University of Salento (Italy) - and held in Ostuni (Italy) in July 2008. Dynamic Learning Networks: Models and Cases in Action is designed for a professional audience, composed of researchers and practitioners working in corporate learning. This volume is also suitable for advanced-level students in computer science.

Autoren/Hrsg.

Romano, Aldo

Secundo, Giustina

Inhaltsverzeichnis

1;Acknowledgements;5
2;Contents;6
3;Preface;10
4;List of contributing authors;12
5;Notes on Editors;15
6;Notes on contributing authors;17
7;Introduction;20
7.1;An integrated perspective on Dynamic Learning Networks;20
7.2;Structure and contents of the book;28
7.3;Key features and guiding principles;35
7.4;References;39
8;Chapter 1. Networks for manage change in international commercial organisations;41
8.1;Introduction;41
8.2;Major change and extreme events;42
8.3;Organisational Complexity or Complication;43
8.4;Conclusion;58
8.5;References;60
9;Chapter 2. The Relevance of Organizational Learning for High Performing Social Networks;61
9.1;Organizational Learning: Historical Perspective;61
9.2;Learning from Research on “Hastily Formed Networks”;65
9.3;The Relevance of Organizational Learning for High Performing Social Networks;69
9.4;Conclusion;72
9.5;Acknowledgements;73
9.6;References;74
10;Chapter 3. illycaffè and the Brazilian espresso knowledge network;75
10.1;Introduction;75
10.2;An Award for Quality;76
10.3;A network for generating and disseminating knowledge;79
10.4;The insertion of coffee in the information and knowledge economy;86
10.5;Final considerations – Changing the landscape through knowledge;88
10.6;References;91
11;Chapter 4. Learning dynamics within the solutions network;92
11.1;Introduction;92
11.2;Integrated solutions: a collaborative business model;93
11.3;Learning dynamics within the solutions business model;98
11.4;Future trends;105
11.5;Conclusions;107
11.6;References;109
12;Chapter 5. Towards “Stakeholder University” as dynamic learning network: the Finmeccanica case;111
12.1;Challenging the new Competitive Landscape: the emerging Networked Learning Organizations;111
12.2;The central role of Human Capital in Networked Learning Organizations;115
12.3;The emerging pedagogical approaches for creating Human Capital;117
12.4;Towards the Stakeholder Universities for creating suitable Human Capital;120
12.5;Creating human capital in Finmeccanica Group: towards the Stakeholder University;123
12.6;Conclusions;134
12.7;References;134
13;Chapter 6. Expanding the Value of Corporate Universities: The Stakeholder Approach;137
13.1;Introduction;137
13.2;The history and evolution of corporate universities;138
13.3;Corporate University Functions;140
13.4;Traditional University Functions;144
13.5;Stakeholders of Traditional Universities;144
13.6;Stakeholders of Corporate Universities;145
13.7;Employee Department Organization;146
13.8;The Value of the Stakeholder Approach;148
13.9;Summary and Conclusion;150
13.10;References;151
14;Chapter 7. Corporate Universities 2.0: The Future Networked Learning Organization;153
14.1;Introduction;153
14.2;A Worldwide Shift in Demographics;154
14.3;Corporate Universities: A Target in Tough Economic Times?;154
14.4;Corporate Universities 2.0: From Cerner Virtual University To Cerner Knowledge Works;161
14.5;References;165
15;Chapter 8. Emergent management learning in dynamic learning networks;166
15.1;Complexity emergence and a quantum interpretation of business;166
15.2;On to biology: Sheldrake and “implicit order”;167
15.3;Sustainability;169
15.4;Sustainability principles;171
15.5;A holistic model;172
15.6;Applied to management: A systemic management interpretation;174
15.7;A holistic management model;177
15.8;Leadership: the driving force of sustainability;178
15.9;Summary description of the Innovation School and its conceptual model: sustaining learning networks in corporations;179
15.10;Some conclusions;181
15.11;References;183
16;Glossary;184
17;Index;191