How to Manage Experience Sharing: From Organisational by J H Erik Andriessen, B Fahlbruch

By J H Erik Andriessen, B Fahlbruch

This e-book has grown from a workshop that introduced jointly researchers and practitioners from a variety of components, together with the security area. the focal point of the workshop was once at the famous factor of organisational studying and organisational reminiscence. The distinct advantage of the ebook is that it combines the stories of 2 often separate disciplines i.e. protection technology, the place the main target is at the codification of injuries, and information administration in provider companies, the place the main target is on replacing successes. the point of interest of a few contributions is on person and crew tactics, others on organisational method or societal and environmental matters. a few key questions addressed during this e-book are: How can an employer study from its successes and screw ups, from its reviews and injuries? How will we hinder the lack of wisdom because of in depth worker turnover or retirement? How can implicit wisdom be shared with colleagues and newbies? To what quantity can info and verbal exchange expertise (ICT) support to unravel those difficulties?

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Extra info for How to Manage Experience Sharing: From Organisational Surprises to Organisational Knowledge

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This framework will serve 1 Vrije Universiteit Amsterdam, The Netherlands 32 How to manage experience sharing: From organisational surprises to organisational knowledge as an analytical model when the knowledge-sharing processes that are considered to form part of organisational learning are analysed. THEORIES ON ORGANISATIONAL LEARNING In this section we provide a more systematic and conceptual understanding of the process of 'organisational learning'. Without doubt, management terms such as 'learning company' and 'the learning organisation', etc.

With organisational or collective knowledge reference is made to knowledge as in rules, procedures, strategies, activities, technologies, conditions, paradigms, frames of references etc. around which organisations are constructed and through which they operate (Leavitt and March, 1988). Important is that organisational knowledge is capable of surviving a considerable turnover in individual actors. Next to constructing knowledge from within, knowledge can be gained by adapting to the environment.

2000). Common knowledge. Harvard Business School Press, Cambridge MA. Dodgson, M. (1993). Organizational learning: A review of some literatures. Organization Studies, 14 (3), 375-394. Douglas, M. (1987). How institutions think. Routledge and Kegan Paul, London. Easterby-Smith, M. L. Araujo and J. ) (1999). Organizational learning and the learning organization: Developments in theory and practice. Sage, London. Elkjaer, B. (1999). Organizational learning: A management tool or part of human interaction?

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