Organizational learning and competitive advantage / edited by Bertrand Moingeon and Amy Edmondson.

Includes bibliographical references and index.

Cover; Contents; Notes on the Contributors; Prologue: Toward a Comprehensive Theory of Management; Introduction :Organizational Learning as a Source of Competitive Advantage; Part 1: LEARNING PROCESSES AND COMPETITIVE ADVANTAGE; 1 -- When to Learn How and When to Learn Why: Appropriate Organizational Learning Processes as a Source of Competitive Advantage; 2 -- Organizational Learning Style as a Core Capability; 3 -- Competitive Advantage from Tacit Knowledge? Unpacking the Concept and its Strategic Implications; 4 -- Organizations in the Fog: An Investigation into the Dynamics of Knowledge.

Print version record.

[̀I}n this volume, contributors from the fields of both strategic management and organizational behaviour have been brought together to explore the relationship between organizational learning and competitive advantage. In their editorial introduction, Edmonson and Moingeon trace changes within the fields of strategy and organizational development that have encouraged a more integrative approach. On the strategy side, the emergence of the resource view of the firm" has drawn attention to the importance of firm-specific resources including knowledge and how it is acquired, as sources of c.

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