Summary of Organizational Learning Capability

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Organizational Learning Capability book summary
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Rating

7 Overall

5 Applicability

7 Innovation

8 Style

Recommendation

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.

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; and
  • Why the ability to adapt and change is essential to surviving in a changing marketplace.
 

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.

 

Summary

Learning is Fundamental
Organizational learning is, quite simply, an organization’s ability to generate ideas with impact across many organizational boundaries via particular management activities. Having a good idea is never enough. The idea must be shared and put it into practice.

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