Learning in action : a guide to putting the learning organization to work /
"Most managers today understand the value of building a learning organization. Their goal is to leverage knowledge and make it a key corporate asset, yet they remain uncertain about how best to get started. What they lack are guidelines and tools that transform abstract theory - the learning or...
Guardado en:
| Autor principal: | |
|---|---|
| Formato: | Libro |
| Lenguaje: | Inglés |
| Publicado: |
Boston, Mass. :
Harvard Business School Press,
c2000.
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| Materias: | |
| Aporte de: | Registro referencial: Solicitar el recurso aquí |
| LEADER | 01949cam-a22003254a-4500 | ||
|---|---|---|---|
| 001 | 990000519440204151 | ||
| 005 | 20190222090831.0 | ||
| 008 | 990923s2000----maua-----b----001-0-eng-- | ||
| 010 | |a 99048911 | ||
| 020 | |a 1578512514 (alk. paper) | ||
| 020 | |a 9781578512515 (alk. paper) | ||
| 035 | |a (OCoLC)000051944 | ||
| 035 | |a (udesa)000051944USA01 | ||
| 035 | |a (OCoLC)42475886 | ||
| 035 | |a (OCoLC)42475886 |z (OCoLC)50527887 | ||
| 035 | |a (OCoLC)990000519440204151 | ||
| 040 | |a DLC |c DLC |d UKM |d QP9 |d MUQ |d XTL |d NLGGC |d BAKER |d BTCTA |d YDXCP |d U@S | ||
| 042 | |a pcc | ||
| 049 | |a U@SA | ||
| 050 | 0 | 0 | |a HD58.82 |b .G37 2000 |
| 082 | 0 | 0 | |a 658.4/06 |2 21 |
| 100 | 1 | |a Garvin, David A. | |
| 245 | 1 | 0 | |a Learning in action : |b a guide to putting the learning organization to work / |c David A. Garvin. |
| 260 | |a Boston, Mass. : |b Harvard Business School Press, |c c2000. | ||
| 300 | |a xvi, 256 p. : |b il. ; |c 25 cm. | ||
| 504 | |a Incluye referencias bibliográficas (p. 221-246) e índice. | ||
| 505 | 0 | |a Part I. Foundations: 1. From individual to organizational learning -- 2. The learning process -- Part II. Types of learning: 3. Intelligence -- 4. Experience -- 5. Experimentation -- Part III. The leadership challenge: 6. Leading learning. | |
| 520 | |a "Most managers today understand the value of building a learning organization. Their goal is to leverage knowledge and make it a key corporate asset, yet they remain uncertain about how best to get started. What they lack are guidelines and tools that transform abstract theory - the learning organization as an ideal - into hands-on implementations. For the first time in Learning in Action, David Garvin helps managers make the leap from theory to proven practice." "Garvin argues that at the heart of organizational learning lies a set of processes that can be designed, deployed, and led."--Descripción del editor. | ||
| 650 | 0 | |a Organizational learning. | |
| 650 | 0 | |a Organizational learning |v Case studies. | |