Organizational Learning and Strategic Management

Towards a process-based theory of organizational design - can organizations be designed around value chains and networks?, Daniel R. Denison; creating knowledge in the process organization, Ikujiro Nonaka and Kazuo Ichijo; a phraseologic view of organizational learning, Georg von Krogh and Johan Roos; what could phrases do? Anjali Sastri; on the distinction between know-how, know-what and know-why, Raghu Garud; the importance of know-when, Charlene Nichols-Nixon; collective memory as fact and artefact - cultural and political elements of memory in organizations, Andrea Casey; dualities of memory, Mary Ann Glynn; making sense of improvizations, Andrea Casey; jazzing up the theory of organizational improvement, Mary Jo Hatch; social learning and the fundamental paradox of transaction cost economics, Margaret Peteraf and Mark Shanley; social learning and transaction cost economics, Edward A. Snyder; strategies of learning and industry structure - the evolution of networks in biotechnology, Kenneth W. Koput, Laurel Smith-Doerr, and Walter W. Powell; recipes for alliance, Gail James; competition, imitation and innovation - an organizational learning approach, Stephen J. Mezias and Alan B. Eisner; modelling strategic behaviour, James O. Huff; strategic sensemaking - learning through scanning, interpretation, action and performance, James B. Thomas, Dennis A. Gioia and David J. Ketchen, Jr; the nuances of learning, Kathleen M. Sutcliffe; integrating strategy and organizational learning - a theory of action perspective, David R. Schwandt; the applicability of Parsonian Theory to management, Paula Phillips-Carson and Kerry D. Carson.