Chris Argyris

ISBN-13: 9780415325608 / Angielski / Twarda / 2009 / 544 str.

John C. Wood;Michael Wood

Opis

Chris Argyris (b. 1923) was one of the key figures in the Human Relations Movement in the 1960s and 1970s; he is widely regarded as the founding father of the learning organization. His work has made substantial contributions to the understanding of organizational behaviour, organizational learning, and action research, and has deepened significantly our comprehension of experiential learning. Supplemented with the editors' introduction, which places the gathered work in its historical and intellectual context, this new collection from Routledge brings together in one volume all the best and most influential critical writing on Argyris.

Spis treści

1. E. Antonacopoulou, ‘On the Virtues of Practising Scholarship: A Tribute to Chris Argyris, a "Timeless Leader"’, Management Learning, 2004, 35, 4, 381–95.

2. C. Argyris, ‘Empowerment: The Emperor’s New Clothes’, Harvard Business Review, 1998, 76, 3, 98–105.

3. R. M. Fulmer and J. B. Keys, ‘A Conversation with Chris Argyris: The Father of Organizational Learning’, Organizational Dynamics, 1998, 27, 2, 21–32.

4. R. Putnam, ‘A Biography of Chris Argyris’, Journal of Applied Behavioral Science, 1995, 31, 3, 253–5.

5. R. M. Bokeno, ‘The Work of Chris Argyris as Critical Organization Practice’, Journal of Organizational Change Management, 2003, 16, 6, 633–49.

6. M. A. Diamond, ‘Review: Strategy, Change and Defensive Routines by Chris Argyris’, Administrative Science Quarterly, 1987, 32, 1, 153–5.

7. Y. Gabriel, ‘Reasons and Rationalizations: The Limits to Organizational Knowledge’, Management Learning, 2005, 36, 2, 257–60.

8. M. Easterby-Smith and M. Lyles, ‘Re-reading Organizational Learning: Selective Memory, Forgetting, and Adaptation’, The Academy of Management Executive, 2003, 17, 2, 51–5.

9. A. C. Edmondson, ‘Three Faces of Eden: The Persistence of Competing Theories and Multiple Diagnoses in Organizational Intervention Research’, Human Relations, 1996, 49, 5, 571–95.

10. C. F. Thayer, ‘A Comment on the Argyris-Simon Debate’, Public Administration Review, 1974, 34, 2, 185–8.

11. M. Visser, ‘Deutero-Learning in Organizations: A Review and a Reformulation’, Academy of Management Review, 2007, 32, 2, 659–67.

12. R. Mason, ‘Commentary on Varieties of Dialectic Change Processes’, Journal of Management Inquiry, 1996, 5, 3, 293–9.

13. M. Easterby-Smith et al., ‘Constructing Contributions to Organizational Learning: Argyris and the Next Generation’, Management Learning, 2004, 35, 4, 371–80.

14. M. Javidan, ‘Strategic Change: The Search for the New Equilibria’, Journal of Organizational Change Management, 1990, 3, 3, 59–76.

15. B. E. Kaufman, ‘The Theory and Practice of Strategic HRM and Participative Management: Antecedents in Early Industrial Relations’, Human Resource Management Review, 2001, 11, 4, 505–33.

16. W. A. Bain, ‘Application of Theory of Action to Safety Management: Recasting the NAT/HRT Debate’, Journal of Contingencies and Crisis Management, 1999, 73, 3, 129–40.

17. L. Baird, P. Holland, and S. Deacon, ‘Learning from Action: Imbedding More Learning into the Performance Fast Enough to Make a Difference’, Organizational Dynamics, 1999, 27, 4, 19–32.

18. B. M. Bergmann Lichtenstein, ‘Generative Knowledge and Self-organized Learning: Reflecting on Don Schon’s Research’, Journal of Management Inquiry, 2000, 9, 1, 47–54.

19. L. A. Bettencourt, ‘Change-Oriented Organizational Citizenship Behaviors: The Direct and Moderating Influence of Goal Orientation’, Journal of Retailing, 2004, 80, 3, 165–80.

20. W. B. Brenneman, J. B. Keys, and R. M. Fulmer, ‘Learning Across a Living Company: The Shell Companies’ Experiences’, Organizational Dynamics, 1998, 27, 2, 61–70.

21. J. L. Callahan and D. Martin, ‘The Spectrum of School-University Partnerships: A Typology of Organizational Learning Systems’, Teaching and Teacher Education, 2007, 23, 2, 136–45.

22. S. E. Cha and A. C. Edmondson, ‘When Values Backfire: Leadership, Attribution, and Disenchantment in a Values-Driven Organization’, The Leadership Quarterly, 2006, 17, 1, 57–78.

23. R. M. Fulmer, P. Gibbs, and J. B. Keys, ‘The Second Generation Learning Organizations: New Tools for Sustaining Competitive Advantage’, Organizational Dynamics, 1998, 27, 2, 7–20.

24. J. Gavin, ‘Observations from a Long-Term Survey-Guided Consultation with a Mining Company’, Journal of Applied Behavioral Science, 1985, 21, 2, 201–20.

25. F. A. Heller and A. W. Clark, ‘Personnel and Human Resources Development’, Annual Review of Psychology, 1976, 27, 405–35.

26. M. Moffitt and S. R. Peppet, ‘Action Science and Negotiation’, Marquette Law Review, 2004, 87, 4, 649–54.

27. Jenny S. Y. Lee, ‘Organizational Learning in China’, Business Horizons, 1999, 42, 1, 37–44.

28. R. P. Nielsen, ‘Intrapreneurship as a Peaceful and Ethical Transition Strategy Toward Privatization’, Journal of Business Ethics, 2000, 25, 2, 157–67.

29. W. A. Randolf, ‘Re-thinking Empowerment: Why is it So Hard to Achieve?’, Organizational Dynamics, 2000, 29, 2, 94–107.

30. R. Remedios and N. Boreham, ‘Organisational Learning and Employees’ Intrinsic Motivation’, Journal of Education and Work, 2004, 17, 2, 219–35.

31. E. Wolfe Morrison and F. J. Milliken, ‘Organizational Silence: A Barrier to Change and Development in a Pluralistic World’, The Academy of Management Review, 2000, 25, 4, 706–25.