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组织学习:要义与方法 被引量:1

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作者 彭新武
出处 《改革与战略》 北大核心 2002年第1期15-19,共5页 Reformation & Strategy
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  • 1[3]Charles Harvey, John Denton. To come of age: the antecedents of organizational. Jonrnal Management Studies 36: 7 December 1999. p. 897-915,915.
  • 2Morten T. Hansen and Bolko von Oetinger. T-shaped managers. Harvard business review, march 2001. p.107-116.
  • 3Gary D. Holt, Peter E. D. Love, HengLi. The learning organization: toward a paradigm for mutually beneficial strategic construction alliances. International Journal of Project Management 18(2000)415-421.
  • 4Robert M. Fulmer, Philip Gibbs J. Bernard Keys. The second generation leaming organizations:new tools for sustaining competitive advantage. Organizational Dynamics. Autumn, 1998. p. 7-19.
  • 5Robert M. Fulmer, J. Bernard Keys. A conversation with Chris Argyris: the father of organizational learning.Organizational Dynamics. Autumn, 1998. p. 21-32.
  • 6David Tranfield, Joanne Duberley, Stuart Smith, Gillian Musson, Paul Stokes. Organisational learning-it's just routine! Management Decision38/4[2000]253-260.
  • 7ROdney Mcadarn and Denis Leonard. Development of a learning approach to business improvement strategy in rapidly changing business environments. Strategic Change. August 1998. p. 261-176.
  • 8Peter A.C. Smith. Performance learning. Management Decision 35/10[1997]721-730.
  • 9[11]Sara C. F. Boas. Permanent discovery or Collective caprice? Journal of General Management Vol. 23 No.1 Autumn 1997. p. 71-89.

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