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作者:Hutchins, Edwin
作者单位:University of California System; University of California San Diego
摘要:Common sense suggests that work is organized in accordance with plans that are created by designers who reflect on the work setting and manipulate representations of the work process in order to determine new and efficient organizational structures. Or, even if outside designers are not involved, the reorganization of work is normally attributed to the conscious reflection by members of the work group itself. A detailed examination of the response of a real-world group to a sudden and unexpect...
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作者:Levinthal, Daniel A.
作者单位:University of Pennsylvania
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作者:March, James G.; Sproull, Lee S.; Tamuz, Michal
作者单位:Stanford University; Boston University; Rutgers University System; Rutgers University New Brunswick
摘要:Organization learn from experience. Sometimes, however, history is not generous with experience. We explore how organizations convert infrequent events into interpretations of history, and how they balance the need to achieve agreement on interpretations with the need to interpret history correctly. We ask what methods are used, what problems are involved, and what improvements might be made. Although the methods we observe are not guaranteed to lead to consistent agreement on interpretations,...
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作者:March, James G.
作者单位:Stanford University
摘要:This paper considers the relation between the exploration of new possibilities and the exploitation of old certainties in organizational learning. It examines some complications in allocating resources between the two, particularly those introduced by the distribution of costs and benefits across time and space, and the effects of ecological interaction. Two general situations involving the development and used of knowledge in organizations are modeled. The first is the case of mutual learning...
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作者:Cohen, Michael D.
作者单位:University of Michigan System; University of Michigan
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作者:Simon, Herbert A.
作者单位:Carnegie Mellon University
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作者:Huber, George P.
作者单位:University of Texas System; University of Texas Austin
摘要:This paper differs from previous examinations of organizational learning in that it is broader in scope and more evaluative of the literatures. Four constructs related to organizational learning (knowledge acquisition, information distribution, information interpretation, and organizational memory) are articulated, and the literatures related to each are described and critiqued. The literature on knowledge acquisition is voluminous and multi-faceted, and so the knowledge acquisition construct ...
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作者:Weick, Karl E.
作者单位:University of Michigan System; University of Michigan
摘要:The traditional definition of learning as a shift in performance when the stimulus situation remains essentially the same implies a set of conditions that occur rarely in organizations. Thus, either organizational learning is an infrequent event, or it occurs frequently but takes a nontraditional form. Both possibilities are reviewed and implications for research strategy are suggested.
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作者:Brown, John Seely; Duguid, Paul
作者单位:Xerox
摘要:Recent ethnographic studies of workplace practices indicate that the ways people actually work usually differ fundamentally from the way organizations describe that work in manuals, training programs, organizational charts, and job descriptions. Nevertheless, organizations tend to rely on the latter in their attempts to understand and improve work practice. We examine one such study. We then relate its conclusions to compatible investigations of learning and of innovation to argue that convent...
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作者:Epple, Dennis; Argote, Linda; Devadas, Rukmini
作者单位:Carnegie Mellon University; University of Southern California
摘要:This paper illustrates how a learning-curve model can be generalized to investigate potential explanations of organizational learning. The paper examines the hypothesis that knowledge acquired through by learning by doing is embodied in an organization's technology by analyzing the amount of transfer that occurs across shifts within a plant. If knowledge becomes completely embodied in technology, transfer across shifts should be complete since both shifts use the same technology. Methods that ...