|
|
|
|
| LEADER |
00000cam a2200000Ma 4500 |
| 001 |
ocn314218505 |
| 003 |
OCoLC |
| 005 |
20240809213013.0 |
| 006 |
m o d |
| 007 |
cr zn||||||||| |
| 008 |
050803r20062004enk eob 001 0 eng d |
| 040 |
|
|
|a CN8ML
|b eng
|e pn
|c CN8ML
|d OCLCQ
|d N$T
|d OCLCQ
|d QE2
|d IDEBK
|d MERUC
|d OCLCQ
|d OCLCF
|d OCLCO
|d EBLCP
|d MHW
|d DEBSZ
|d OCLCQ
|d OCLCA
|d AGLDB
|d ZCU
|d OCLCQ
|d STF
|d CEF
|d ICG
|d LHU
|d OCLCQ
|d DKC
|d OCLCQ
|d OCLCO
|d INARC
|d OCLCO
|d OCLCQ
|d OCLCO
|d OCLCL
|
| 019 |
|
|
|a 315953525
|a 455959834
|a 476260037
|a 756879039
|a 1059560120
|
| 020 |
|
|
|a 9780191533242
|q (electronic bk.)
|
| 020 |
|
|
|a 0191533246
|q (electronic bk.)
|
| 020 |
|
|
|a 9786610903863
|
| 020 |
|
|
|a 6610903867
|
| 020 |
|
|
|z 0199286825
|q (Paper)
|
| 035 |
|
|
|a (OCoLC)314218505
|z (OCoLC)315953525
|z (OCoLC)455959834
|z (OCoLC)476260037
|z (OCoLC)756879039
|z (OCoLC)1059560120
|
| 050 |
|
4 |
|a HD58.82
|
| 055 |
1 |
4 |
|a HD58.82
|
| 072 |
|
7 |
|a BUS
|x 083000
|2 bisacsh
|
| 072 |
|
7 |
|a BUS
|x 098000
|2 bisacsh
|
| 049 |
|
|
|a HCDD
|
| 100 |
1 |
|
|a Argyris, Chris,
|d 1923-2013.
|1 https://id.oclc.org/worldcat/entity/E39PBJptW9cddfcJyMXK4778md
|
| 245 |
1 |
0 |
|a Reasons and rationalizations :
|b the limits to organizational knowledge /
|c Chris Argyris.
|
| 260 |
|
|
|a Oxford :
|b Oxford University Press,
|c 2006.
|
| 300 |
|
|
|a 1 online resource (vi, 242 pages)
|
| 336 |
|
|
|a text
|b txt
|2 rdacontent
|
| 337 |
|
|
|a computer
|b c
|2 rdamedia
|
| 338 |
|
|
|a online resource
|b cr
|2 rdacarrier
|
| 504 |
|
|
|a Includes bibliographical references (pages 223-232) and index.
|
| 520 |
|
|
|a What is the purpose of social science and management research? Do scholars/researchers have a responsibility to generate insights and knowledge that are of practical (implementable) value and validity? The author questions many of the assumptions of organizational theory and research.
|
| 588 |
0 |
|
|a Print version record.
|
| 505 |
0 |
|
|a 1. Introduction; 2. The Corrosion of Character: Capitalist and Socialist Economics; 3. Inhibiting Double-Loop Learning in Business Organizations; 4. Inhibiting Double-Loop Learning in Government and Information Technology; 5. Features of Scholarly Inquiry that Inhibit Double-Loop Learning and Implementable Validity; 6. Interventions that Facilitate Double-Loop Learning; 7. Organizational Interventions that Facilitate Double-Loop Learning; 8. Conclusion; References; Index.
|
| 650 |
|
0 |
|a Organizational learning.
|
| 650 |
|
0 |
|a Knowledge management.
|
| 650 |
|
7 |
|a BUSINESS & ECONOMICS
|x Information Management.
|2 bisacsh
|
| 650 |
|
7 |
|a BUSINESS & ECONOMICS
|x Knowledge Capital.
|2 bisacsh
|
| 650 |
|
7 |
|a Knowledge management
|2 fast
|
| 650 |
|
7 |
|a Organizational learning
|2 fast
|
| 758 |
|
|
|i has work:
|a Reasons and rationalizations (Text)
|1 https://id.oclc.org/worldcat/entity/E39PCGxQCmBVqwch8K68Y9GGVy
|4 https://id.oclc.org/worldcat/ontology/hasWork
|
| 776 |
0 |
8 |
|i Print version:
|t Reasons and rationalizations.
|d Oxford : Oxford University Press, 2006
|z 0199286825
|z 9780199286829
|w (OCoLC)225360184
|
| 856 |
4 |
0 |
|u https://ebookcentral.proquest.com/lib/holycrosscollege-ebooks/detail.action?docID=422851
|y Click for online access
|
| 903 |
|
|
|a EBC-AC
|
| 994 |
|
|
|a 92
|b HCD
|