Organizational Learning in the Global Context

Packed with case studies all based on original research, this volume investigates how various organizations exploit experience and knowledge to change their activities and understanding of the world. The volume addresses a variety of issue areas such as the US embargo against Cuba, food security, Colombian drug trafficking, terrorist groups, the Catholic Church, and foreign aid agencies.

Contents: Organizational Learning: theoretical and methodological considerations, M. Leann Brown and Michael Kenney. Learning Processes: Learning and food security in the European Union, M. Leann Brown; The US Congress and the Cuban embargo: analysis of a learning process, Paolo Spadoni; Epistemic communities and the Russian energy sector, Eric A. Morgan. Social Learning: US telecommunications policy: a process of social learning, Michael J. Zarkin; Lesson-drawing, policy transfer and social learning: what can the economic historian learn?, Michael J. Oliver; An ecology of learning: concepts, methods and the United States 1992 Somalia intervention, David C. Ellis. Learning by Illicit Actors: Organizational learning processes in Colombian drug trafficking networks, Michael Kenney; Organizational learning and terrorist groups, Brian A. Jackson. Deterrents to Learning: Changing church: middle managers and learning in dogmatic organizations, William J. Campbell; 'Getting it right or wrong': organizational learning about the physical world, Lynn Eden; Unlearning war: US military experience with stability operations, Karen Guttieri; Learning problems in foreign aid agencies, Goran Hyden. What Have We Learned About Organizational Learning?, M. Leann Brown. References; Index.