MARC Record from marc_nuls

LEADER: 03155cam 22003374a 4500
001 9919210590001661
005 20150423114558.0
008 981203s1999 enka b 001 0 eng
010 $a 98054396
020 $a0631213082 (hbk)
020 $a0631213090 (pbk)
035 $a(CSdNU)u78036-01national_inst
035 $a(OCoLC)98054396
035 $a(OCoLC)98054396
035 $a(Sirsi) 01-AAI-3896
040 $aDLC$cDLC$dNhCcYBP$dOrLoB-B
050 00 $aHD58.82$b.A734 1999
100 1 $aArgyris, Chris,$d1923-
245 10 $aOn organizational learning /$cChris Argyris.
250 $a2nd ed.
260 $aOxford [England] ;$aMalden, Mass. :$bBlackwell Business,$c1999.
300 $axv, 464 p. :$bill. ;$c25 cm.
504 $aIncludes bibliographical references and index.
505 0 $aIntroduction: The Evolving Field of Organizational Learning -- 1. Making Sense of Limited Learning -- 2. Tacit Knowledge and Management -- 3. Why Individuals and Organizations have Difficulty in Double-loop Learning -- 4. Crafting a Theory of Practice: The Case of Organizational Paradoxes -- 5. Today's Problems with Tomorrow's Organizations -- 6. Teaching Smart People How to Learn -- 7. A Leadership Dilemma: Skilled Incompetence -- 8. Organizational Learning and Management Information Systems -- 9. Strategy Implementation: An Experiment in Learning -- 10. How Strategy Professionals Deal with Threat: Individual and Organizational -- 11. The Dilemma of Implementing Controls: The Case of Managerial Accounting -- 12. Human Problems with Budgets -- 13. Bridging Economics and Psychology: The Case of the Economic Theory of the Firm -- 14. Good Communication that Blocks Learning -- 15. Reasoning, Action Strategies, and Defensive Routines: The Case of OD Practitioners -- 16. Inappropriate Defenses against the Monitoring of Organization Development Practice -- 17. Do Personal Growth Laboratories Represent an Alternative Culture? -- 18. Actionable Knowledge: Design Causality in the Service of Consequential Theory -- 19. Field Theory as a Basis for Scholarly Consulting -- 20. Unrecognized Defenses of Scholars: Impact on Theory and Research -- 21. Seeking Truth and Actionable Knowledge: How the Scientific Method Inhibits Both -- 22. Problems and New Directions for Industrial Psychology -- 23. The Incompleteness of Social-Psychological Theory: Examples from Small Group, Cognitive Consistency, and Attribution Research -- 24. Dangers in Applying Results from Experimental Social Psychology -- 25. Making Knowledge More Relevant to Practice: Maps for Action -- 26. Participatory Action Research and Action Science Compared -- 27. Some Unintended Consequences of Rigorous Research.
650 0 $aOrganizational learning.
650 0 $aOrganizational behavior.
650 0 $aOrganizational effectiveness.
650 0 $aOrganizational change.
948 $a10/13/1999$b10/13/1999
999 $aHD 58.82 .A734 1999$wLC$c1$i31786101183132$d12/21/2011$e12/13/2011 $f3/11/2004$g2$lCIRCSTACKS$mNULS$n15$q1$rY$sY$tBOOK$u7/7/1999
999 $aHD 58.82 .A734 1999$wLC$c2$i31786102487193$d12/21/2011$e11/20/2011 $lCIRCSTACKS$mNULS$n1$rY$sY$tBOOK$u5/11/2007