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Competitive advantage through diversity : organizational learning from difference / Peter Herriot, Carole Pemberton

Main Author Herriot, Peter Coauthor Pemberton, Carole Country Reino Unido. Publication London : Sage, 1995 Description 230 p. ; 22 cm ISBN 0-8039-8885-0 CDU 658.01
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Item type Current location Call number Status Date due Barcode Item holds
Monografia Biblioteca de Ciências da Educação
BCE 658.01 - H Available 151598
Monografia Biblioteca da UMinho no Campus de Azurém
BPG3 658.01 - H Available 165135
Monografia Biblioteca da UMinho no Campus de Azurém
BPG2 658.01 - H Available 182410
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Enhanced descriptions from Syndetics:

How can organizations foster the innovation and learning so central to their survival and success? This stimulating and accessible book argues that effective organization is the process of collaborative learning - drawing on and developing the capacity of every member of an organization to ′know beyond′ existing parameters and experience. In this context organizational diversity is not a disadvantage to be overcome but a key resource facilitating creativity and learning.

Part One focuses on people. It explores the range of contributions and knowledge that different individuals and groups bring to organizations and the importance of appreciating and working with diversity. The second part is concerned with joint practice. Innovation will only occur when diverse individuals work successfully in teams and can learn from the results of their actions. The principles of effective team working are examined including the interaction of context, tasks, team roles and processes. Finally, the authors consider knowing and learning as organizational process. They present their model of this process including the role of information technology. They also address the crucial need to encourage individual development, and to create conditions within which learning and innovation can flourish throughout an organization.

Table of contents provided by Syndetics

  • Part 1 Diverse People
  • Diversity as Strength
  • The General Managers
  • Flexible Frameworks
  • The Professionals
  • Opening Up the Club
  • The Experienced Manager
  • Information Workers
  • The Organizational Hub
  • So What About the Operatives?
  • Part 2 Joint Practice
  • Teams
  • Old Myths and a New Model
  • Achieving Motivation and Momentum
  • Setting Agendas, Getting Ideas
  • Managing the Boundaries
  • Evaluating Progress and Other Outcomes
  • Part 3 Learning Process
  • Frameworks, Roles and Organizing
  • Innovating and Learning
  • Information Technology and the Knowledge Process
  • Developing People for Knowing Beyond
  • Developing Practice and Process for Knowing Beyond

Reviews provided by Syndetics


Although this book has the key words "diversity" and "organizational learning" in its title, it does not address either in the frameworks that are currently emphasized in the US today. Perhaps that is because the authors are British. Nonetheless, their perspective is quite interesting and useful. Their definition of diversity is a role definition; they look at the differing perspectives of general managers, professionals, middle managers, secretaries, and operatives. After a detailed sociological analysis of the frameworks of each of these roles, the second section of the book examines teamwork and how teamwork can benefit from using the strengths of each of these roles. They also caution against stereotyping people who hold these roles. The final section of the book discusses innovation and learning at the organizational level of analysis. Case studies are used liberally to illustrate points, and simple, easy-to-understand models help summarize relationships of concepts. Useful for practitioners who are implementing team-based operations. Recommended for graduate and professional collections. J. A. Neal; University of New Haven

Author notes provided by Syndetics

Peter Herriot is Director of Research at Sundridge Park Management Centre
Carole Pemberton is Research Consultant at Sundridge Park

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