Argues that the concept of time is central to an understanding of contemporary work and work organisation, with contemporary organisations developing an environment in which time acts as the key regulator of human activity. This book should be of interest to lecturers and students in organisation studies and management, practising managers and personnel officers.

Time, Work and Organization

Business & Money

Hill, Stephen

Hassard, John

Starkey, Ken

Blyton, Paul

Management & Leadership

Cengage Learning EMEA

How Organizations Learn

The management topic of the 1980s was leadership; the major theme which in the 1990s is the learning organization. Starkey links the two concepts in this text that brings together the key theories and points the way to future agendas for study. The selection of readings is arranged under three headings: conceptualizing leadership and organizational learning; leadership as learning; and developing learning organizations. The collection of readings include work by Peters, Mintzberg and Kanter, and may be suitable for MBA students and executive short course participants, as well as undergraduates.

Chapman & Hall

Organizational learning, the examination of how organizations learn as groups rather than as individuals, is a fast growing area of interest, and is now considered an essential factor in business success. This new edition of an already popular text critically examines traditional assumptions about organization and strategy, providing key readings by renowned international authors to help the reader understand and manage the challenge of organizational learning. How Organizations Learn links the two key concepts of leadership and the learning organization in this text, bringing together the key theories and suggesting new directions for studying and managing organizations. The choice of readings highlights the potential synergy between leading and learning, and how organizational structure and management processes impact upon learning, and includes work by numerous key academics. This will be a core text for courses in Organizational Learning and Knowledge Management at advanced undergraduate, MBA and executive training level, and a supplementary text for courses in Strategic Management, HRM and OB.

In recent decades, business schools have become important components of higher education throughout the world. Yet, surprisingly, they have received little serious attention. This book provides a sober and evidence-based assessment, charting the history and character of business schools in the light of current debates about the role of universities and the evolution of advanced economies. Previous commentators have viewed business schools as falling between two stools: lacking in academic rigour yet simultaneously derided by the corporate world as broadly irrelevant. However, over-concern with criticism risks ignoring the benefits of reform. What business schools need is reconfiguration based on new relationships with academia and business. Such change would deliver institutions that are truly fit for purpose, allowing them to become key players in the 21st century's emergent knowledge societies. This timely critique should be read by academics and policy-makers concerned with the present state and future development of business education.

The Business School and the Bottom Line

Tiratsoo, Nick

Cambridge University Press

This highly popular introduction to strategic management has now been revised to take account of the latest developments in the field.

The Strategic Management Blueprint (Business Blueprints)

Dobson, Paul

Wiley/Blackwell

This highly popular introduction to strategic management has now been revised to take account of the latest developments in the field. 
<ul> <li>New edition of a highly popular introduction to strategic management. 
</li> <li>Provides a clear framework for understanding the issues in corporate strategy, supported by current case examples. 
</li> <li>Revised to take account of the latest development in the field. 
</li> <li>Now features twelve new cases. 
</li> <li>Includes new chapters on issues relating to the resource-based view of the firm, innovation, learning, and the ‘new economy’. 
</li> <li>Includes a new concluding chapter looking at present and future issues in strategic management. 
</li> <li>Continues to combine the latest management concepts with and emphasis on current business applications and implementation.</li> </ul>

Strategic Management: Issues and Cases

RICHARDS, JOHN

Dobson, Paul W.

How Organizations Learn: A Critical Reader

Economics

How Organizations Learn: Managing the Search for Knowledge

McKinlay, Alan

Tempest, Sue

Processes & Infrastructure

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