| Organizational
learning is an area of study that focuses
on models and theories about the way an organization
learns and adapts. This volume investigates
how various global and regional intergovernmental
organizations, states and national bureaucracies,
as well as nongovernmental organizations,
exploit experience and knowledge to change
their understanding of the world, their policies
and their behaviours. Drawing upon and synthesizing
organizational, social and individual-level
learning theories, the cases explicate various
learning processes, learning by illicit actors,
and deterrents to organizational learning.
The twelve case studies of this volume
consider organizational learning associated
with multiple issue areas including the
United States embargo against Cuba, food
security in the European Union, the Russian
energy sector, Colombian drug trafficking,
terrorist groups, the Catholic Church, and
foreign aid agencies. Based entirely on
original research, the volume is relevant
to international relations, comparative
politics, organizational sociology and policy
studies. |
