This groundbreaking book explores the relationship among knowing, learning, and practice in the development of organizational knowledge. The contributors to this volume focus on organizational learning as a collective, social, and not entirely cognitive activity. They present the view that organizational knowledge cannot be conceived as a mental process residing in members' heads but, rather, as a form of social expertise, in which learning is situated in the historical, social, and cultural context in which it takes place.
The contributing authors represent a wide range of disciplinary backgrounds (including management, IT/collaborative technology, sociology, psychology, and political science) and research traditions (symbolic interaction, activity theory, and actor network theory). The result is a fresh, authoritative, and challenging look at the changing field of organizational learning.
This groundbreaking book explores the relationship among knowing, learning, and practice in the development of organizational knowledge. The contributors to this volume focus on organizational learning as a collective, social, and not entirely cognitive activity. They present the view that organizational knowledge cannot be conceived as a mental process residing in members' heads but, rather, as a form of social expertise, in which learning is situated in the historical, social, and cultural context in which it takes place.
The contributing authors represent a wide range of disciplinary backgrounds (including management, IT/collaborative technology, sociology, psychology, and political science) and research traditions (symbolic interaction, activity theory, and actor network theory). The result is a fresh, authoritative, and challenging look at the changing field of organizational learning.