Theory and Implications

Chapter
Part of the Organizational Change and Innovation book series (OCI, volume 2)

Abstract

“T.G.I.F.—Thank God, it’s Friday” chants Sanjay as he hurries past. Well, the new recruit has survived the week. She still has to make sense of it all; the politics, tea room etiquette, the networks and even just where things are. All she has learnt at the previous job has stood her in good stead. And the people still seem nice, although the manager has a short fuse. The stocky man whose seat she accidentally pinched was even pleasant this morning. Everything’s a trade-off, but all in all, she thinks her new job is working out pretty well.

Keywords

Stein Tray Harness 

References

  1. Ackerman, M. S., & Halverson, C. A. (2000). Reexamining Organizational Memory. Communications of the ACH, 43(1), 59–64.Google Scholar
  2. Adler, P. S. (2002). Market, Hierarchy, and Trust: The Knowledge Economy and the Future of Capitalism. In W. C. Chun & N. Bontis (Eds.), The Strategic Management of Intellectual Capital and Organizational Knowledge (pp. 23–43). Oxford: Oxford University Press.Google Scholar
  3. Adler, P. S., & Cole, R. E. (1993). Designed for Learning: A Tale of Two Auto Plants: Sloan Management Review, Spring, 85–93.Google Scholar
  4. Berg, P.-O. (1985). Organization Change as a Symbolic Transformation Process. In P. J. Frost, L. F. Moore, M. R. Louis, C. C. Lundberg, & J. Martin (Eds.), Organizational Culture (pp. 281–299). Beverley Hills: Sage.Google Scholar
  5. Boje, D. (1991). The Storytelling Organization: A Study of Story Performance in an Office Supply Firm. Administrative Science Quarterly, 36, 106–126.CrossRefGoogle Scholar
  6. Brown, A. D., & Starkey, K. (1994). The Effect of Organizational Culture on Communication and Information. Journal of Management Studies, 31(6), 807–828.CrossRefGoogle Scholar
  7. Davenport, T. H., & Prusak, L. (1998). Working Knowledge: How Organizations Manage What They Know. Boston: Harvard Business School Press.Google Scholar
  8. Doz, Y., Santos, J., & Williamson, P. (2001). From Global to Metanational: How Companies Win in the Knowledge Economy. Boson: Harvard Business School Press.Google Scholar
  9. Epple, D., Argote, L., & Devadas, R. (1996). Organizational Learning Curves: A Method for Investigating Intra-Plant Transfer of Knowledge Acquired Through Learning by Doing. In M. D. Cohen & L. S. Sproull (Eds.), Organizational Learning (pp. 83–100). Thousand Oaks: Sage.Google Scholar
  10. Gabriel, Y. (1995). The Unmanaged Organization: Stories, Fantasies and Subjectivity. Organization Studies, 16(3), 477–501.CrossRefGoogle Scholar
  11. Gagliardi, P. (1990). Artifacts as Pathways and Remains of Organizational Life. In P. Gagliardi (Ed.), Symbols and Artifacts: Views of the Corporate Landscape (pp. 3–38). Berlin: Walter de Gruyter.Google Scholar
  12. Gibson, J. J. (1979). The Ecological Approach to Visual Perception. Boston: Houghton Mifflin.Google Scholar
  13. Giddens, A. (1984). The Constitution of Society. Cambridge: Polity Press.Google Scholar
  14. Goffee, R., & Jones, G. (2001). Organizational Culture: a Sociological Perspective. In C. L. Cooper, S. Cartwright, & P. C. Earley (Eds.), The International Handbook of Organizational Culture and Climate (pp. 3–20). Chichester: Wiley.Google Scholar
  15. Hall, R. H. (1996). Organizations: Structures, Processes and Outcomes. New Jersey: Prentice Hall.Google Scholar
  16. Kulkki, S. (2002). Knowledge Creation of Global Companies. In W. C. Chun & N. Bontis (Eds.), The Strategic Management of Intellectual Capital and Organizational Knowledge (pp. 501–522). Oxford: Oxford University Press.Google Scholar
  17. Moorman, C., & Miner, A. S. (1997). The Impact of Organizational Memory on New Product Performance and Creativity. Journal of Marketing Research, 34(February), 91–106.CrossRefGoogle Scholar
  18. Nonaka, I. (1991). The Knowledge-Creating Company. Harvard Business Review, November–December, 96–104.Google Scholar
  19. Nonaka, I. (1994). A Dynamic Theory of Organizational Knowledge Creation. Organizational Science, 5(1), 14–37.CrossRefGoogle Scholar
  20. Nord, W. R., & Fox, S. (1996). The Individual in Organizational Studies: the Great Disappearing Act? In S. R. Clegg, C. Hardy, & W. R. Nord (Eds.), Handbook of Organizational Studies (pp. 148–174). London: Sage.Google Scholar
  21. Pedler, M., Burgoyne, J., & Boydell, T. (1991/1997). The Learning Company: A Strategy for Sustainable Development (2nd ed.). London: McGraw-Hill.Google Scholar
  22. Polanyi, M. (1967). The Tacit Dimension. London: Routledge & K. Paul.Google Scholar
  23. Schein, E. (1996). Three Cultures of Management: The Key to the Learning Organization. Sloan Management Review(Fall), 9–19.Google Scholar
  24. Scribner, S. (1986). Thinking in Action: Some Characteristics of Practical Thought. In R. J. Sternberg & R. K. Wagner (Eds.), Practical Intelligence: Nature and Origins of Competence in the Everyday World (pp. 13–30). Cambridge: Cambridge University Press.Google Scholar
  25. Senge, P. M. (1992). The Fifth Discipline: The Art & Practice of the Learning Organization. Sydney: Random House.Google Scholar
  26. Senge, P., Kleiner, A., Roberts, C., Ross, R., Roth, G., & Smith, B. (1999). The Dance of Change: The Challenges of Sustaining Momentum in Learning Organizations. London: Nicholas Brealey.Google Scholar
  27. Shulman, A. D. (1996). Putting Group Information Technology in its Place: Communication and Good Work Group Performance. In S. R. Clegg, C. Hardy, & W. R. Nord (Eds.), Handbook of Organization Studies. London: Sage.Google Scholar
  28. Singley, M. K., & Anderson, J. R. (1989). The Transfer of Cognitive Skill. Cambridge: Harvard University Press.Google Scholar
  29. Snowden, D. (2000b). Storytelling and Other Organic Tools for Chief Knowledge Officers and Chief Learning Officers. In J. J. Phillips & D. Bonner (Eds.) (pp. 237–252). Leading Knowledge Management and Learning: ASTD.Google Scholar
  30. Stein, E. W. (1989). Organizational Memory: A Socio-Technological Framework and Empirical Research. Unpublished PhD, University of Pennsylvania.Google Scholar
  31. Szulanski, G. (1996). Exploring Internal Stickiness: Impediments to the Transfer of Best Practice Within the Firms. Strategic Management Journal, 17(Winter Special Issue), 27–43.Google Scholar
  32. Trice, H. M. (1993). Occupational Subcultures in the Workplace. Ithaca: ILR Press.Google Scholar
  33. Tsoukas, H. (1996). The Firm as a Distributed Knowledge System: A Constructionist Approach. Strategic Management Journal, 17(Winter Special Issue), 11–25.Google Scholar
  34. Tulving, E. (1985a). Elements of Episodic Memory. Oxford: Oxford University Press.Google Scholar
  35. Tulving, E. (1985b). How Many Memory Systems Are There? American Psychologist, 40(4), 385–398.CrossRefGoogle Scholar
  36. Tushman, M. L., & Scanlan, T. J. (1981). Characteristics and External Orientations of Boundary Spanning Individuals. Academy of Management Journal, 24(1), 83–98.CrossRefGoogle Scholar
  37. Van Maanen, J., & Barley, S. R. (1985). Cultural Organization: Fragments of a Theory. In P. J. Frost, L. F. Moore, M. R. Louis, C. C. Lundberg, & J. Martin (Eds.), Organizational Culture (pp. 31–53). Beverley Hills: Sage.Google Scholar

Copyright information

© Springer Science+Business Media, LLC 2011

Authors and Affiliations

  1. 1.Faculty of EducationMonash UniversityClaytonAustralia

Personalised recommendations