Developing organizational learning in the NHS

Medical Education

Volumn 35, Issue 1, 2001, Pages 35-42

  Nutley, Sandra M ^a   Davies, Huw T O ^a  

^a UNIVERSITY OF ST ANDREWS   (United Kingdom)

Author keywords

Education, medical, continuing; Education, medical, standards; Great Britain; Learning; National health services, organization; Professional competence

Indexed keywords

CONTINUING EDUCATION; LEARNING; MEDICAL EDUCATION; NATIONAL HEALTH SERVICE; ORGANIZATION; REVIEW; UNITED KINGDOM;

EDUCATION, MEDICAL; GREAT BRITAIN; HUMANS; LEARNING; NATIONAL HEALTH PROGRAMS; PROFESSIONAL COMPETENCE;

EID: 0035187342     PISSN: 03080110     EISSN: None     Source Type: Journal    
DOI: 10.1046/j.1365-2923.2001.00834.x     Document Type: Review

References (35)

1. How organizations learn and unlearn
2. Organizational learning: A review of some literature
3. Twelve principles of knowledge management
4. Knowledge management: An emerging discipline rooted in a long history
5. What's your strategy for managing knowledge?
6. What do employers mean by 'value?'
7. Developing learning organisations in the new NHS
8. Where is the wisdom [editorial]?
9. The attitudes of NHS clinicians and medical managers towards changes in accounting controls
10. Toward a learning organisation: The strategic building blocks
11. Building a learning organisation
12. The rise of oversight a d the decline of mutuality
13. Organisational culture and quality of health care
14. Organisational Learning as Cognitive Re-Definition: Corrective Persuasion Revisited
15. The learning organisation: Power, politics and ideology
16. Politics and organisational learning
17. Trust in performance indicators?
18. Clinical audit: Time for a reappraisal?