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Papers

  1. Aase
    LEARNING SAFE MEDICAL PRACTICES: THE UNSOCIABLE FABRIC OF AN ORGANISATION
  2. Agterberg, Huysman and van den Hooff
    LEADERSHIP IN ONLINE KNOWLEDGE NETWORKS: CHALLENGES AND COPING STRATEGIES IN A NETWORK OF PRACTICE
  3. Andreeva
    INDIVIDUAL PREFERENCES TOWARDS KNOWLEDGE CREATION AND KNOWLEDGE SHARING: FIRST EMPIRICAL RESULTS FROM KNOWLEDGE-INTENSIVE COMPANIES
  4. Antonacopoulou, Geary and Konstantinou
    KNOWLEDGE DISINTEGRATION: A NEGLECTED PROCESS IN THE ORGANIZATIONAL KNOWLEDGE DEBATE?
  5. Asplund and Bengtsson
    BRIDGING ORGANIZATIONAL LEARNING IN TWO CONTEXTS
  6. Bakema, Berends and Weggeman
    HEEDFUL INTERRELATING AS A CULTURAL COORDINATION MECHANISM FOR FLEXIBLE KNOWLEDGE INTEGRATION
  7. Bapuji, Crossan and Hora
    IS RECALLING GOOD? LEARNING FROM TOY RECALLS
  8. Barbier, Maxime and Barlet
    MAKING SENSE OF THE MANY MEANINGS OF LEARNING IN CONTEXT. LESSONS FROM THE DESIGN AND IMPLEMENTATION OF AN ACTION-RESEARCH PROJECT INVOLVING PROFESSIONAL NARRATIVES IN A RESEARCH ORGANISATION
  9. Blackman and Kennedy
    TALENT MANAGEMENT: DEVELOPING OR PREVENTING KNOWLEDGE AND CAPABILITY?
  10. Blackman and Phillips
    COFFEE AS AN ANTIDOTE TO KNOWLEDGE STICKINESS
  11. Blomqvist
    TRUST IN A KNOWLEDGE-BASED ORGANIZATION
  12. Bonet and Jensen and Sauquet
    EXPERIENTAL KNOWLEDGE: ALFRED SCHUTZ SHOULD BE THERE
  13. Borjesson and Elmquist
    AIMING FOR INNOVATION IN THE SWEDISH DEFENSE INDUSTRI ? THE DIFFICULTY OF RESPONDING TO DISRUPTIVE MARKET CHANGE IN A TECHNOLOGY DRIVEN CONTEXT
  14. Bottrup and Hjermov
    DOES THE USE OF PICTURES GIVE THE EMPLOYEES A VOICE IN VALUE DEVELOPMENT PROCESSES?
  15. Bou, Sauquet and Bonet
    TALKING ?IN? AND ?ABOUT? PRACTICE: AN ETHNOGRAPHIC PRACTICE-BASED STUDY OF JOB PLACEMENT PRACTITIONERS
  16. Bound and Salter
    TENSIONS IN TEACHER PROFESSIONAL DEVELOPMENT
  17. Collin, Denye and James
    EDUCATING THE EVIDENCE- BASED MANAGER: THE EXECUTIVE DOCTORATE AND ITS IMPACT ON MANAGEMENT PRACTICE
  18. Corradi, Gherardi and Verzelloni
    TEN GOOD REASONS FOR ASSUMING A ?PRACTICE LENS? IN ORGANIZATION STUDIES
  19. D’Adderio
    MAKING SENSE OF ORGANISATIONAL KNOWLEDGE, ROUTINE AND CAPABILITY TRANSFER: A PERFORMATIVE VIEW
  20. Dehler and Welsh
    SENSIBLE LEARNING BY AND FOR DESIGN
  21. D”rfler and Szendrey
    FROM KNOWLEDGE MANAGEMENT TO COGNITION MANAGEMENT: A MULTI-POTENTIAL VIEW OF COGNITION
  22. Duijn, st-Amour, Bogenrieder and Rijnveld
    AN INTEGRATIVE APPROACH TO KNOWLEDGE TRANSFER AND INTEGRATION: SPANNING BOUNDARIES THROUGH OBJECTS, PEOPLE AND PROCESSES
  23. Eikeland
    LEARNING SYSTEMS ORGANISING REFLECTION ? ORGANISATIONAL LEARNING AS COLLECTIVE, EXPERIENTIAL LEARNING
  24. Elliott and Robinson
    VISUAL LEARNING ? SECOND SIGHT IN ORGANISATIONAL LEARNING
  25. Elmquist
    INNOVATION AND THE LIMITS OF THE SELECTION LOGIC: INTRODUCING GENERATIVE CAPACITY AS A COMPLEMENT TO ABSORPTIVE CAPACITY
  26. Emberson and Storey
    THE POLITICS OF SIMULATION: ACTORS? INFORMATION SYSTEM USE
  27. Faran
    THE CASE OF COMMUNITY-OF-PRACTICE DEMISE: WHY GOOD WILL AND REAL NEED ARE NECESSARY FOR PEER-LEARNING BUT ARE NOT ENOUGH
  28. Filstad
    LEARNING AS PARTICIPATION
  29. Gkeredakis
    AN ?ARTICULATION? PERSPECTIVE ON COORDINATION OF PROJECT WORK: THE CASE OF A COMPLEX CONSTRUCTION PROJECT
  30. Gotvassli
    HOW CAN WE UNDERSTAND INTENTIONAL MOVEMENT THAT MAKE UP SPORT? RATIONALITY OR MIND-BODY INTUITION?
  31. Goldenberg and Leitner
    STRATEGY PROCESSES IN RESEARCH AND DEVELOPMENT ORGANIZATIONS: WHY KNOWLEDGE MANAGEMENT IS STILL MORE ISOLATED THAN INTEGRATED
  32. Haldin-Herrgard
    TACIT KNOWLEDGE DIFFUSION IN FAMILY BUSINESS SUCCESSION
  33. Hernes and Irgens
    LIMINALITY: ON THE THRESHOLD BETWEEN LEARNING AND NON-LEARNING
  34. Hildebrand, Trullen and Sauquet
    PLAYING SAFE, PLAYING DEEP
  35. Hofmann
    GENDER AND DIVERSITY ISSUES AS CHALLENGES AND RESOURCES FOR LEARNING ORGANIZATIONS
  36. Hoholm and M?rk
    MAKING NONSENSE SENSIBLE – DEVELOPING CROSS-INDUSTRIAL PRACTICE IN THE FOOD SECTOR
  37. Jensen
    THE SCHOOL AS A LOCUS FOR ORGANIZATIONAL LEARNING
  38. J�riado
    DIVERTED KNOWLEDGE CREATION
  39. Kajamaa
    MAKING SENSE OF ORGANIZATIONAL INTERVENTION BY FOLLOWING WORK ACTIVITIES
  40. Kinti and Hayward
    BALANCING AT THE BOUNDARIES OF ORGANISATIONS: KNOWLEDGE CO-CONFIGURATION BETWEEN EXPERTS IN AN E-SCIENCE PROJECT
  41. Koskinen
    ORGANISATIONAL MEMORIES IN PROJECT-BASED COMPANIES: AN AUTOPOIETIC VIEW
  42. Kosonen and Kianto
    SOCIAL COMPUTING FOR KNOWLEDGE CREATION ? THE ROLE OF TACIT KNOWLEDGE
  43. Lakomski
    COGNITION VERSUS EMOTION? REVISING THE RATIONALIST MODEL OF DECISION MAKING
  44. Lalonde
    ORGANIZATIONAL SOCIALIZATION AND CRISIS CONTEXT
  45. Landry
    ORGANIZATIONS WITH GOOD INTENTIONS AND GOOD PEOPLE LEARNING TO DO EVIL
  46. Langley
    AN EXPLOSIVE FORCE: EMOTIONS, AESTHETICS AND ORGANISATIONAL LEARNING
  47. Lervik, Fahy, Easterby-Smith and Elliott
    TEMPORAL BOUNDARIES TO KNOWING AND LEARNING IN INTEGRATED PRODUCT-SERVICE ORGANIZATIONS
  48. Liu and Fan
    FROM EXPLOITATION TO EXPLORATION: THE EVOLUTION OF STRATEGY AND ORGANIZATIONAL LEARNING IN A CHINESE-JAPANESE JOINT VENTURE
  49. Lorino and Blanc
    THE STATUS OF ?THINGS? IN ORGANIZATIONAL LEARNING. THE ODYSSEY OF A STRATEGIC PLANNING TOOL IN THE SOCIAL HOUSING SECTOR
  50. Macpherson, Jones and Kofinas
    MACKING SENSE OF MEDIATED LEARNING IN SMALL FIRMS
  51. Martin, Currie and Finn
    RECONFIGURING OR REPRODUCING THE INTRAPROFESSIONAL BOUNDARIES OF EXPERTISE? GENERALIST AND SPECIALIST KNOWLEDGE IN THE MODERNIZATION OF GENETICS PROVISION IN ENGLAND
  52. McManus
    AN HOLISTIC APPROACH TO ORGANISATIONAL LEARNING: DRAWING THE MANY SENSES TOGETHER
  53. Meisiek, Irgens and Barry
    FORMS OF KNOWING: FROM HABITUAL BLINDNESS TO BINOCULAR VISION IN MANAGEMENT EDUCATION
  54. Mengis, Nicolini and Swan
    WORKING TOGETHER IN THE SPACE BETWEEN EXPERTISE AND IGNORANCE
  55. Mogensen, Andersen and Ipsen
    AMBIGUITY, IDENTITY CONSTRUCTION AND STRESS AMONGST KNOWLEDGE WORKERS: DEVELOPING COLLECTIVE COPING STRATEGIES THROUGH NEGOTIATIONS OF MEANING
  56. Monsted and Hansson
    MODELS FOR RESEARCH LEADERSHIP AS ENTREPRENEURIAL ORGANISING FOR RESEARCH
  57. Mork and Hoholm
    CHANGING PRACTICE THROUGH BOUNDARY ORGANISING: A CASE FROM MEDICAL R&D
  58. Ness
    TOWARDS A DIFFERENTIAL PERSPECTIVE ON ORGANIZATIONAL LEARNING AND KNOWLEDGE ? ?FIGHT OR FLIGHT? OR ?FLOW??
  59. Nielsen
    DOES TEACHERS? ORDINARY TEAMWORK SUPPORT TEACHER LEARNING AND ORGANIZATIONAL LEARNING?
  60. Nilsen and Vaagaasar
    LEARNING AND KNOWING THROUGH SENSING PRACTICE
  61. Olsson and Vince
    SENSING ORGANIZATIONAL LIMITS TO LEARNING
  62. Price, Scheeres and Boud
    RE-MAKING JOBS: ENACTING AND LEARNING WORK PRACTICES
  63. Prieto, P‚re and Mart¡n
    MANAGING KNOWLEDGE THROUGH HUMAN RESOURCE PRACTICES: EMPIRICAL EXAMINATION ON THE AUTOMOTIVE INDUSTRY
  64. Ramvi
    WHAT CHARACTERIZES SOCIAL DEFENSE SYSTEMS?
  65. Rennemo
    ?THE THEATRE ENTRANCE? ? A HELPFUL WAY TO INNOVATION AND LEARNING
  66. Robson
    CHANGES IN POST-COMPULSORY EDUCATION AND TRAINING IN ENGLAND: EMOTIONAL AND PSYCHIC RESPONSES TO ENCOUNTERS WITH LEARNING SUPPORT
  67. Rooney and Scheeres
    AN ENTERPRISING PHOENIX: LEARNING THROUGH CHALLENGE AND EXCITEMENT IN TIMES OF CHANGE
  68. Rouse and Zietsma
    RESPONDING TO WEAK SIGNALS: THE EMERGENCE OF ADAPTIVE DYNAMIC CAPABILITIES FOR STRATEGIC RENEWAL
  69. Saari, Kallio and Hyytinen

    LEARNING FROM THE USERS OF RESEARCH: DEFENCES, INSIGHTS AND FRAGILE ENDEAVOURS AS MANIFESTATIONS OF EXPANSIVE LEARNING. This paper has been accepted for publication in the American Journal of Evaluation and has been removed upon request from the authors. For further information please contact eveliina.saari@ttl.fi

  70. Saka-Helmhout, Becker-Ritterspach and Hotho
    THE INTERPLAY BETWEEN MNE ORGANIZATION AND THE HOST INSTITUTIONAL CONTEXT ON PRACTICE-BASED SUBSIDIARY LEARNING
  71. Shepherd
    THE STRANGER IN THE MIRROR – REFLECTIONS ON RESEARCH PRACTICES
  72. Swan, Newell and Scarbrough
    WHY DON?T (OR DO) ORGANIZATIONS LEARN FROM PROJECTS
  73. Torning
    THE RHETORICAL SITUATION FOR KNOWLEGDE SHARING OF BEST PRATICES IN CORPORATE ONLINE ENVIRONMENTS
  74. Vince and Reynolds
    ORGANIZING REFLECTIVE PRACTICE
  75. Wolf
    HOW INSTITUTIONAL INFLUENCES ON ROUTINES IMPACT ROUTINE LEARNING PROCESSES (please contact author)