Organizational Learning in the Global Context

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M. Leann Brown, Michael Kenney, Michael J. Zarkin
Ashgate Publishing, Ltd., 2006 - 289 pages
Organizational learning is an area of study that focuses on models and theories about the way an organization learns and adapts. This volume investigates how various global and regional intergovernmental organizations, states and national bureaucracies, as well as nongovernmental organizations, exploit experience and knowledge to change their understanding of the world, their policies and their behaviours. Drawing upon and synthesizing organizational, social and individual-level learning theories, the cases explicate various learning processes, learning by illicit actors, and deterrents to organizational learning. The twelve case studies of this volume consider organizational learning associated with multiple issue areas including the United embargo against Cuba, food security in the European Union, the Russian energy sector, Colombian drug trafficking, terrorist groups, the Catholic Church, and foreign aid agencies.

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Contents

Learning and Food Security in the European Union
21
Analysis of a Learning
41
Epistemic Communities and the Russian Energy Sector
69
A Process of Social Learning
85
What can
105
Concepts Methods and the United States
125
Organizational Learning Processes in Colombian Drug Trafficking
145
Organizational Learning and Terrorist Groups
161
Middle Managers and Learning in Dogmatic
177
Organizational Learning about
197
US Military Experience with Stability Operations
217
Learning Problems in Foreign Aid Agencies
237
What Have We Learned about Organizational Learning?
255
Index
287
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