Theory: Organizational Learning as a Four-Component Process
In research on the performance of organizations, significant attention has been devoted to examining the factors that make some organizations better learners than others. To better understand the factors that affect terrorist groups’ ability to learn, this study draws on the conceptual and analytica...
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| creator | Horacio R. Trujillo Brian A. Jackson |
| description | In research on the performance of organizations, significant attention has been devoted to examining the factors that make some organizations better learners than others. To better understand the factors that affect terrorist groups’ ability to learn, this study draws on the conceptual and analytical resources provided by the rich body of literature on organizational learning. This chapter reviews concepts and models drawn from that literature. In Chapter Eight, those concepts and models are applied to the results of the case studies of Part I.¹
We have defined organizational learning as a process through which members of a group acquire new |
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| identifier | ISBN: 0833037676 |
| ispartof | Aptitude for Destruction, Volume 2, 2005, p.181 |
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| language | eng |
| recordid | cdi_jstor_books_mg332nij_15 |
| source | DOAB: Directory of Open Access Books; JSTOR eBooks: Open Access |
| subjects | Applied sciences Behavioral sciences Cognitive processes Cognitive psychology Criminal law Criminal offenses Education Educational activities Epistemology Federal criminal offenses Formal education Human behavior Intentional learning Knowledge Law Learning Learning theory Memory Modeling Organizational behavior Organizational theory Pedagogy Philosophy Psychology Research methods Tacit knowledge Terrorism |
| title | Theory: Organizational Learning as a Four-Component Process |
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