Organizational Learning Capability

In this summary you will learn

• Why organizational learning is integral to a company’s success
• Why company executives and human resource leaders are responsible for creating an on-going commitment to learning
• Why the ability to adapt and change is essential to surviving in a changing marketplace

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Why you should read Organizational Learning Capability

Drawing the reader’s attention with ample real-business examples, the authors discuss corporations as entities that must adapt, generate ideas and act upon new information. The writing team – Arthur K. Yeung, David O. Ulrich, Stephen W. Nason and Mary Ann Von Glinow – delve into learning styles, basing their work on research and material gleaned from a widespread survey of corporations and organizations. They stack up the building blocks necessary for organizational learning, the corporate ability to generate and implement ideas. Although based on scholarly research, the book is concisely written in an easily accessible, conversational tone, and comes to life with corporate case studies. getAbstract recommends this book to managers, executives and owners whose organizations might need to learn a thing or two.

About the Authors

Arthur K. Yeung  is Executive Director (Asia-Pacific) of the University of Michigan Business School, where he teaches and conducts research in leadership and organizational capabilities of Asian multinational corporations. David O. Ulrich  is a professor in the School of Business at the University of Michigan in Ann Arbor. Stephen W. Nason  Stephen W. Nason Mary Ann Von Glinow  is professor of management and international business in the College of Business at Florida International University. She was the 1994-95 President of the Academy of Management.