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Essential Readings in Management Learning

by Christopher Grey and Elena Antonacopoulou SAGE Publications Ltd
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Hbk 440 pages
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This volume brings together some of the best writing published in the journal Management Learning since its re-launch under this title in 1994. The selection very much reflects the mission of the journal to act as a showcase for innovative, international and interdisciplinary work which covers a wide gamut of issues connected to management, organizations, learning and knowledge. The field of management learning, widely drawn in this way, brings together some of the key preoccupations within several areas of management, organization studies and social science more generally. Learning and knowledge have become central themes within thee areas for several reasons, both practical and theoretical. These include the way that organizational learning is seen as a key source of competitive advantage, and the wider analysis that individuals and organizations now inhabit a `knowledge economy'. Theoretically, recent years have seen emerging understandings of the social significance of `communities of practice', whilst learning in its many manifestations is increasingly seen as being imbricated in issues of power. This latter points to one of the particular areas which has been a focus for the journal, namely more critically orientated approaches to management learning. This collection provides readings grouped under six key headings which reflect where some of the most influential and provocative work in the field has been done over recent years, namely: - Organizational Learning and Learning Organizations - Individual Learning - Critical Approaches to Management Education and Learning - Pedagogical Practice - Globalization and Management Learning - Beyond Management Learning Along with an editorial introduction, this volume will provide a unique and invaluable resource for anyone studying or researching management learning and cognate areas, by bringing together some of the best peer-reviewed work in the field.

PART ONE: ORGANIZATIONAL LEARNING AND LEARNING ORGANIZATIONS From Organizational Learning to the Learning Organization - A Edmondson and B Moingeon Organizational Learning - M Popper and R Lipshitz Mechanisms, Culture and Feasibility A Typology of the Idea of Learning Organization - A Ortenblad The Learning Organization - B Elkjaer An Undelivered Promise PART TWO: INDIVIDUAL LEARNING Planned and Emergent Learning - D Megginson Consequences for Development Knowing, Managing and Learning - J C Spender A Dynamic Managerial Epistemology Individual and Organizational Learning at the Executive Level - I Richter Towards a Research Agenda PART THREE: CRITICAL APPROACHES TO MANAGEMENT EDUCATION AND LEARNING Management Education - C Grey and N Mitev A Polemic Critical Pedagogy in the New Paradigm - G Dehler, A Welsh and M Lewis Raising Complicated Understanding in Management Learning Head Games - J M Cavanaugh Introducing Tomorrow's Business Elites to Institutionalized Inequality Teaching Managers about Masculinities - A Sinclair Are You Kidding? PART FOUR: PEDAGOGICAL PRACTICE Motivation - T Watson That's Maslow, Isn't It? Becoming an Expert in Not Knowing - N Raab Reframing Teacher as Consultant Project-Based Learning - K Ayas and N Zeniuk Building Communities of Reflective Practitioners PART FIVE: GLOBALIZATION AND MANAGEMENT LEARNING Management Education in a Globalizing World - R Kumar and J-C Usunier Lessons from the French Experience The Transfer of Western Management to China - Y Fan Context, Content and Constraints The Modern Crusade - M Kostera The Missionaries of Management Come to Eastern Europe PART SIX: BEYOND MANAGEMENT LEARNING Learning through Complexity - S McKenna Managers and Research - D Skinner, J Holloway and C Tagg The Pros and Cons of Qualitative Approaches The Aesthetics of Management Storytelling - S S Taylor, D Fisher and RL Dufresne A Key to Organizational Learning

Elena Antonacopoulou is a Professor of Organizational Behaviour at University of Liverpool Management School. She previously held faculty positions at Warwick Business School, Manchester Business School and the University of Manchester Institute of Science and Technology (UMIST). She earned her PhD (1996) from the University of Warwick and she holds a Masters Degree in Management from the University of Kent. She also holds professional qualifications such the Diploma of the Chartered Institute of Marketing (1989) and the Diploma of the Association of Computer Professionals in Computer Systems Analysis and Design (1988)