Strategic Learning in a Knowledge Economy defines unique and powerful ways that organizations can foster learning at the individual, group and organizational levels, a capability critical to both strategic objectives and business performance. The book explains how individuals and organizations learn, clarifying cognitive and social aspects of the topic. Readers will understand how learning enables organizations and individuals to better create, assimilate, and transfer knowledge. Strategic Learning in a Knowledge Economy helps managers create individual and collective processes that maximize the quality of the knowledge created and learned and ensures this knowledge is effectively used. The book appropriately redefines the frequently narrow and technology-oriented view of learning and explains how an effective learning strategy ensures that a broad base of employees learn and implement vital organizational lessons. Strategic Learning in a Knowledge Economy features focused discussions of organizational core competencies, learning and innovation, communities of practice, assessing organizational learning capabilities, and other important learning topics. This authoritative compendium helps readers master organizational issues crucial in today's knowledge economy by: Describing individual and collective learning processes crucial to knowledge management and business performance Detailing the primary role of learning in fulfilling an organization's business strategy Helping readers conceive structures and processes that optimize individual and group knowledge creation and sharing.

Includes bibliographical references and index.

pt. 1. Knowledge-based strategy to guide learning -- The core competence of the corporation -- A competence perspective on strategic learning and knowledge management -- pt. 2. Organizational level learning -- Absorptive capacity: a new perspective on learning and innovation -- Feeding organizational memory: improving on knowledge management's promise to business performance -- The factory as a learning laboratory -- Understanding organizations as learning systems -- pt. 3. Community -- Organizational learning and communities-of-practice: toward a unified view of working, learning, and innovation -- Legitimate peripheral participation in communities of practice -- pt. 4. Team level -- From action learning to learning from action: implementing the after action review -- Learning from mistakes is easier said than done: group and organizational influences on the detection and correction of human error -- Taking flight: dialogue, collective thinking, and organizational learning -- Teams as learners: a research-based model of team learning -- pt. 5. Individual level -- Teaching smart people how to learn -- Learning from experience through reflection -- The process of experiential learning.

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