Reflection and beyond in research on organizational learning

Management Learning

Volumn 35, Issue 4, 2004, Pages 507-509

  Argyris, Chris ^a,b  

^a HARVARD UNIVERSITY   (United States)

^b HARVARD BUSINESS SCHOOL   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 11844283342     PISSN: 13505076     EISSN: None     Source Type: Journal    
DOI: 10.1177/1350507604048276     Document Type: Article

References (8)

1. Argyris, C. (1980) Inner Contradictions of Rigorous Research. New York: Academic Press.
2. Argyris, C. (1993) Knowledge for Action: A Guide to Overcoming Barriers to Organizational Change. San Francisco, CA: Jossey-Bass.
3. Argyris, C. (2004) Reasons and Rationalizations: The Limits to Organizational Knowledge. Oxford: Oxford University Press.
4. Elkjaer, B. (2004) 'Organizational Learning: The "Third Way"', Management Learning 35(4): 419-34.
5. Ferdinand, J. (2004) 'Power, Politics and State Intervention in Organizational Learning', Management Learning 35(4): 435-50.
6. Knight, L. and Pye, A. (2004) 'Exploring the Relationships between Network Change and Network Learning', Management Learning 35(4): 473-90.
7. Naot, Y. B.-H., Lipshitz, R. and Popper, M. (2004) 'Discerning the Quality of Organizational Learning', Management Learning 35(4): 451-72.
8. Scarbrough, H., Bresnen, M., Edelman, L. F., Laurent, S., Newell, S. and Swan, J. (2004) 'The Processes of Project-based Learning: An Exploratory Study', Management Learning 34(4): 491-506.