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By Chun Wei Choo
Integrating new examine and examples all through, the second one variation of The figuring out association hyperlinks the wide parts of organizational habit and knowledge administration. It seems at how corporations behave as information-seeking, information-creating, and information-using groups and introduces a unifying framework to teach how organisations create that means, wisdom, and action.The publication presents a version of ways agencies use info strategically to conform to exterior switch and to foster inner progress. This version examines how humans and teams inside organisations use info to create an identification and a shared context for motion and mirrored image; to boost new wisdom and new features; and to make judgements that devote assets and functions to practical motion. the second one variation beneficial properties new and accelerated chapters on details disasters, organizational studying, wisdom production, and information-seeking behavior.The realizing association, moment version, is perfect for graduate classes in info technology, organizational habit, organizational communications, and administration details platforms.
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Extra resources for The Knowing Organization: How Organizations Use Information to Construct Meaning, Create Knowledge, and Make Decisions
Sample text
Yet there are some perplexing behavior patterns common in organizations that do not seem to fit this view. People gather information ostensibly for decisions but do not use it (Feldman and March 1981). They ask for reports but do not read them. Individuals fight for the right to take part in decision processes, but then do not exercise that right. Policies are vigorously debated but their implementation is met with indifference (March and Olsen 1976). Managers observed in situ seemed to spend little time in making decisions but are instead most often engaged in meetings and conversations (Mintzberg 1973; Kotter 1982).
As part of MIT’s Research Program on the Management of Science and Technology, a number of studies on the information transfer behaviors of scientists and engineers were conducted by Thomas Allen and his associates over a ten-year period (1963–73).
Thus, we may not notice things that we have no categories for or that are not part of our causeeffect expectations; or we may choose not to notice things that contradict our past actions or undermine the validity of our current projects. A case of obsolete shared interpretations seemed to have afflicted General Motors in the early 1980s. According to Mitroff and Linstone (1993), GM for many years had used the following retained assumptions to enact its competitive environment: “GM is in the business of making money, not cars”; “Cars are primarily status symbols— style is therefore more important than quality”; “The American car market is isolated from the rest of the world”; “Energy will always be abundant and cheap”; and so on.