The Social complexity of organizational learning : (Record no. 25004)
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| 000 -LEADER | |
|---|---|
| fixed length control field | 02004naa a2200193uu 4500 |
| 001 - CONTROL NUMBER | |
| control field | 7111215513110 |
| 003 - CONTROL NUMBER IDENTIFIER | |
| control field | OSt |
| 005 - DATE AND TIME OF LATEST TRANSACTION | |
| control field | 20190211163247.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION | |
| fixed length control field | 071112s2007 xx ||||gr |0|| 0 eng d |
| 999 ## - SYSTEM CONTROL NUMBERS (KOHA) | |
| Koha Dewey Subclass [OBSOLETE] | PHL2MARC21 1.1 |
| 041 ## - LANGUAGE CODE | |
| Language code of text/sound track or separate title | eng |
| 100 1# - MAIN ENTRY--PERSONAL NAME | |
| Personal name | ANTONACOPOULOU, Elena |
| 9 (RLIN) | 30621 |
| 245 10 - TITLE STATEMENT | |
| Title | The Social complexity of organizational learning : |
| Remainder of title | the dynamics of learning and organizing |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. | |
| Place of publication, distribution, etc. | London : |
| Name of publisher, distributor, etc. | Sage Publications, |
| Date of publication, distribution, etc. | July 2007 |
| 520 3# - SUMMARY, ETC. | |
| Summary, etc. | This article examines the social complexity of Organizational Learning. We built on and seek to extend recent conceptualizations of Organizational Learning that emphasize the emergent and fluid nature of learning in organizations, by drawing on some of the principles of Complexity Science. We selectively introduce two sets of principles of complexity that provide further richness to our understanding of Organizational Learning as a social complex process. The two sets of principles are `schemasdiversity' and `interactioninterdependence'. We discuss the main characteristics of these principles of Complexity Science and show they can help us understand aspects of the social complexity of Organizational Learning. Our analysis shows that one of the main contributions of the Complexity Science perspective to understanding Organizational Learning is that it reveals more clearly the tensions that underpin learning in social contexts. We provide a re-conceptualization of tensions as revealing elasticity and not only conflict. We argue that Organizational Learning as a source of tensions keeps the organization in tension, which allows us to better capture the dynamics of learning and organizing. We conclude by outlining some issues that future OL research would address if OL is conceptualized as a dynamic complex process |
| 700 1# - ADDED ENTRY--PERSONAL NAME | |
| Personal name | CHIVA, Ricardo |
| 9 (RLIN) | 24071 |
| 773 08 - HOST ITEM ENTRY | |
| Title | Management Learning |
| Related parts | 38, 3, p. 277-295 |
| Place, publisher, and date of publication | London : Sage Publications, July 2007 |
| International Standard Serial Number | ISSN 13505076 |
| Record control number | |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) | |
| Koha item type | Periódico |
| 998 ## - LOCAL CONTROL INFORMATION (RLIN) | |
| -- | 20071112 |
| Operator's initials, OID (RLIN) | 1551^b |
| Cataloger's initials, CIN (RLIN) | Tiago |
| 998 ## - LOCAL CONTROL INFORMATION (RLIN) | |
| -- | 20071112 |
| Operator's initials, OID (RLIN) | 1625^b |
| Cataloger's initials, CIN (RLIN) | Tiago |
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