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Showing all 4 results
Cavaleri, Steven A. – Learning Organization, 2008
Purpose: The purpose of this paper is to evaluate the future prospects of the popular concept known as the learning organization; to trace the influence of philosophical pragmatism on the learning organization and to consider its potential impact on the future; and to emphasize how pragmatic theories have shaped the development of Deming's total…
Descriptors: Learning Theories, Total Quality Management, Organizational Development, Pragmatics
Cavaleri, Steven A. – Learning Organization, 2004
This article examines the alignment and fit between knowledge management and organizational learning to determine the potential feasibility of integrating the two approaches. The philosophical roots of both disciplines are traced to common ground in a philosophy known as "pragmatism". Early generation forms of knowledge management are critiqued…
Descriptors: Knowledge Management, Organizational Development, Teaching Methods, Interdisciplinary Approach
Cavaleri, Steven A. – Learning Organization, 2004
Knowledge management continues to evolve as a discipline, yet even basic features that define a discipline have to be established. Developing a shared understanding of core concepts, such as the meaning of "knowledge", has been elusive in this field. In the absence of reaching a universal definition, surrogates for knowledge are adopted because of…
Descriptors: Knowledge Management, Management Systems, Theory Practice Relationship, Experiential Learning
Peer reviewedCavaleri, Steven A.; Fearon, David S. – Learning Organization, 2000
Project management provides a natural home for organizational learning, freeing it from mechanical processes. Organizational learning plays a critical role in intelligent project management, which combines manageability, performance outcomes of knowledge management, and innovation. Learning should be integrated into an organization's core…
Descriptors: Business Administration, Organizational Development, Organizational Effectiveness

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