Organizational learning: A review of the literature with implications for HRD professionals

Human Resource Development Quarterly

Volumn 3, Issue 1, 1992, Pages 29-49

  Dixon, Nancy M ^a  

^a GEORGE WASHINGTON UNIVERSITY   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84991149359     PISSN: 10448004     EISSN: 15321096     Source Type: Journal    
DOI: 10.1002/hrdq.3920030105     Document Type: Article

References (53)

1. Reinforcing organizational defensive routines: An unintended human resources activity
2. Contemporary challenges in the study of organizations
3. Organizational learning: Observations toward a theory
4. How organizations learn: A communication framework
5. Toward a model of organizations as interpretation systems
6. Action learning, action science and learning new skills
7. Organizational learning: Implications for organizational design
8. Organizational learning
9. Scripts in organizational behavior
10. How organizations learn and unlearn
11. Organizational information systems: Determinants of their performance and behavior
12. Organizational learning: The contributing processes and the literatures
13. Corporate acquisitions: A process perspective
14. Organizational learning
15. On organizational learning: Implications and opportunities for expanding organizational development
16. Adapting to environmental jolts
17. Influence of organizational learning styles on early development
18. Action learning: A holographic metaphor for guiding social change
19. Developing capabilities for organizational learning
20. Strategic alliances, organizational learning, and competitive advantage: The HRD agenda
21. Organizational learning
22. A typology of organizational learning systems
23. Boundary spanning individuals: Their role in information transfer and their antecedents
24. Organizational memory
25. The learning curve: Historical review and comprehensive survey