By Robert Defillippi, Michael Arthur, Valerie Lindsay
This book's certain standpoint stems from its “knowledge diamond” framework to check how participants, groups, corporations and host industries reciprocally impact one another during wisdom paintings. This hugely topical e-book specializes in work-based tasks as a spotlight for organizational studying. Establishes the hyperlink among person, group, association and studying. means that enterprises have to understand and comprehend this hyperlink in the event that they are to capitalize on project-based studying. accommodates fabric on project-based studying in digital groups. Refers to various examples, equivalent to the movie undefined, the software program and the boat development undefined. contains end-of-chapter questions upsetting mirrored image and dialogue.
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Chesbrough (2003) Open Innovation, Boston, Harvard Business School Press. , Nicolini, D. and Odella, F. (1998) “Toward a social understanding of how people learn in organizations: the notion of situated curriculum,” Management Learning, 29, 274. 47 We owe a major debt of gratitude to the groundbreaking work of John Seely Brown and Paul Duguid, whose stream of work on communities of practice has deeply influenced the co-authors of this volume. 48 See C. Argyris and D. S. Brown and P. R. G. Winter (1982) An Evolutionary theory of Economic Change, Cambridge, MA, Harvard University Press, for an exemplar of an organization perspective on knowledge and learning.
Learning can also involve shifts in our knowing-why motivation to work, and in our knowing-whom relationships around work. Moreover, learning something that affects any one way of knowing is likely to affect the other two ways of knowing as well. Learning is any act that leads to change in any one or more of the three ways of knowing. THE INDIVIDUAL AND THE KNOWLEDGE DIAMOND As we will explore next, individual knowledge work, and learning that stems from it, can involve other individuals or any of the three further participants in the knowledge diamond described in Chapter 1.
Many of us will have seen or directly experienced something similar to Harris’s story. The network and support system he built at Pharmaco migrated beyond that company’s boundaries. Encouraged by Georgina and other long-standing colleagues, Harris put more energy into developing further outside contacts. The early stages of his relationship with Gerry brought reciprocal rewards, where Gerry gleaned helpful regulatory information, and Harris gained respect as a valued source of industry knowledge.