Titlebook: Managing Learning Enterprises; Challenges, Controve Nataša Rupčić Book 2024 The Editor(s) (if applicable) and The Author(s), under exclusiv

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ysis and Synthesis (CINDAS)* at Purdue University in 1957, starting its coverage of theses with the academic year 1955. Beginning with Volume 13, the printing and dis­ semination phases of the activity were transferred to University Microfilms/Xerox of Ann Arbor, Michigan, with the thought that such

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Nataša Rupčićysis and Synthesis (CINDAS)* at Purdue University in 1957, starting its coverage of theses with the academic year 1955. Beginning with Volume 13, the printing and dis­ semination phases of the activity were transferred to University Microfilms/Xerox of Ann Arbor, Michigan, with the thought that such

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Nataša Rupčić Data Analysis and Synthesis (CINDAS)* at Purdue University in 1957, starting its coverage of theses with the academic year 1955. Beginning with Volume 13, the printing and dis­ semination phases of the activity were transferred to University Microfilms/Xerox of Ann Arbor, Michigan, with the thought

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Nataša Rupčićysis and Synthesis (CINDAS)* at Purdue University in 1957, starting its coverage of theses with the academic year 1955. Beginning with Volume 13, the printing and dis­ semination phases of the activity were transferred to University Microfilms/Xerox of Ann Arbor, Michigan, with the thought that such

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A Modern Enterprise as a Learning Organization Enterprise” begins with a provocative question: Do organizations really exist? This chapter points to the nature of organizations as a collection of cognitive constructs about reality that are shared by the members of the organization. The chapter problematizes the question of the existence of orga

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Management of a Learning Enterprise” begins by identifying the biggest challenge for learning organizations: their oscillation between two states—one in which the patterns of behavior are known and one in which they are not known, and again a state of order in which the patterns of behavior are known but may deviate significantly fro

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Knowledge Management: A Modern Core CompetenceEnterprise” begins by pointing out that although many organizations and companies do not transform themselves into learning organizations, they cultivate their learning orientation and apply different learning approaches depending on their objectives, competencies, and strategies. In this context, t

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Stakeholder Orientation: The Foundation of a Learning Enterpriseics of a Learning Enterprise” deals with the importance of stakeholder analysis for any organization, but especially for learning organizations. Every organization creates new value based on information and knowledge that comes from different sources. Management therefore has the task of identifying