Handbook of Organizational Learning and Knowledge Management > Part II: Organizational Learning and Learning Organizations > Chapter 9: Learning Portfolios: An Alternative to Learning Organizations

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Handbook of Organizational Learning and Knowledge Management

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Table of Contents

Cover

Title

Contents

Chapter 1: The Evolving Field of Organizational Learning and Knowledge Management

Part I: Disciplinary Perspectives

Part II: Organizational Learning and Learning Organizations

Chapter 9: Learning Portfolios: An Alternative to Learning Organizations

Abstract

Introduction

Images of Organizations and Learning

Contrasting Images: Implications

FIAT Auto: Case Example of a Company’s Learning Portfolio

Analyzing Learning Portfolios

Learning Portfolio Management

Investment Dimensions to Learning

Assessing Learning Effectiveness

Guiding Learning Portfolios: The Role of the Chief Learning Officer

Tailoring Theory and Application

Conclusion

Chapter 10: Intersubjectivity and Community-Building: Learning to Learn Organizationally

Chapter 11: Fads, Fashions, and the Fluidity of Knowledge

Chapter 12: The Contribution of Teams to Organizational Learning

Chapter 13: Absorptive Capacity

Chapter 14: Social Identity and Organizational Learning

Chapter 15: Organizations, Learning, and Emotion

Chapter 16: Subtle Learning and Organizational Identity as Enablers of Strategic Change

Part III: Knowledge and its Management in Organizations

Part IV: Learning and Knowledge in International Contexts

Index

Chapter 9

Learning Portfolios: An Alternative to Learning Organizations

ANTHONY J. DIBELLA

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Contents

Part II: Organizational Learning and Lea... > Chapter 9: Learning Portfolios: An A...