The ability to produce and generalize ideas with impact is referred to as organizational learning capability. Managers generate new ideas in four ways: experimentation, in which organizations learn by trying a variety of new products and processes; continuous improvement, in which they learn by constantly improving what they've done before and mastering each step in a process before moving on to other processes; knowledge acquisition, in which they learn by encouraging individuals and teams to acquire new knowledge on a regular basis; and benchmarking, in which they learn by comparing themselves to other organizations. Each style of learning has a varied impact on performance.
Managers must also be able to generalize data using technology, personnel movement, incentives, and learning procedures. Managers have a framework for making learning happen by both developing and generalizing ideas with impact. Learning, on the other hand, may not be sustained unless it is in line with the greater business context—the organization's strategy and culture, as well as the features of the industry. Organizations, like people, develop learning capacities, but they can also develop learning limitations. This book explains how to deal with common limitations and how to overcome them.
The authors support practicing managers by presenting various examples of successful and failing businesses, as well as outlining how they have assisted organizations in improving their learning capabilities in their consulting activities. Organizational Learning Capability is an understandable and effective guide for managers operating in the information economy, based on thorough case studies, a review of previous research, and data obtained from a worldwide survey of organizations. This book puts abstract ideas into practice, provides tools for managers, and lays out a straightforward yet comprehensive road map for making learning a reality.
Dr. Arthur Yeung is Senior Management Advisor of Tencent Group and Dean of TencentX University. He is also the Founding President of the Y-Triangle CEO Consortium. Previously, he served as Philip Chair Professor of Human Resource Management and Associate Dean at CEIBS from 2004 to 2013. He has published 15 books.
Prior to joining CEIBS in 2004, Arthur served as the CHO of Acer Group, working closely with the chairman in organizational transformation and leadership development of Acer. He has served as Board Member for seven corporate boards and two not-for-profit organizations.
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