This volume brings together some of the best writing published in the journal Management Learning since its re-launch under this title in 1994. The selection very much reflects the mission of the journal to act as a showcase for innovative, international and interdisciplinary work which covers a wide gamut of issues connected to management, organizations, learning and knowledge. The field of management learning, widely drawn in this way, brings together some of the key preoccupations within several areas of management, organization studies and social science more generally. Learning and knowledge have become central themes within thee areas for several reasons, both practical and theoretical. These include the way that organizational learning is seen as a key source of competitive advantage, and the wider analysis that individuals and organizations now inhabit a `knowledge economy'. Theoretically, recent years have seen emerging understandings of the social significance of `communities of practice', whilst learning in its many manifestations is increasingly seen as being imbricated in issues of power. This latter points to one of the particular areas which has been a focus for the journal, namely more critically orientated approaches to management learning.
This collection provides readings grouped under six key headings which reflect where some of the most influential and provocative work in the field has been done over recent years, namely:
- Organizational Learning and Learning Organizations
- Individual Learning
- Critical Approaches to Management Education and Learning
- Pedagogical Practice
- Globalization and Management Learning
- Beyond Management Learning
Along with an editorial introduction, this volume will provide a unique and invaluable resource for anyone studying or researching management learning and cognate areas, by bringing together some of the best peer-reviewed work in the field.
PART ONE: ORGANIZATIONAL LEARNING AND LEARNING ORGANIZATIONS
From Organizational Learning to the Learning Organization - A Edmondson and B Moingeon
Organizational Learning - M Popper and R Lipshitz
Mechanisms, Culture and Feasibility
A Typology of the Idea of Learning Organization - A [um]Ortenblad
The Learning Organization - B Elkjaer
An Undelivered Promise
PART TWO: INDIVIDUAL LEARNING
Planned and Emergent Learning - D Megginson
Consequences for Development
Knowing, Managing and Learning - J C Spender
A Dynamic Managerial Epistemology
Individual and Organizational Learning at the Executive Level - I Richter
Towards a Research Agenda
PART THREE: CRITICAL APPROACHES TO MANAGEMENT EDUCATION AND LEARNING
Management Education - C Grey and N Mitev
A Polemic
Critical Pedagogy in the New Paradigm - G Dehler, A Welsh and M Lewis
Raising Complicated Understanding in Management Learning
Head Games - J M Cavanaugh
Introducing Tomorrow's Business Elites to Institutionalized Inequality
Teaching Managers about Masculinities - A Sinclair
Are You Kidding?
PART FOUR: PEDAGOGICAL PRACTICE
Motivation - T Watson
That's Maslow, Isn't It?
Becoming an Expert in Not Knowing - N Raab
Reframing Teacher as Consultant
Project-Based Learning - K Ayas and N Zeniuk
Building Communities of Reflective Practitioners
PART FIVE: GLOBALIZATION AND MANAGEMENT LEARNING
Management Education in a Globalizing World - R Kumar and J-C Usunier
Lessons from the French Experience
The Transfer of Western Management to China - Y Fan
Context, Content and Constraints
The Modern Crusade - M Kostera
The Missionaries of Management Come to Eastern Europe
PART SIX: BEYOND MANAGEMENT LEARNING
Learning through Complexity - S McKenna
Managers and Research - D Skinner, J Holloway and C Tagg
The Pros and Cons of Qualitative Approaches
The Aesthetics of Management Storytelling - S S Taylor, D Fisher and RL Dufresne
A Key to Organizational Learning
