This is an examination of the capacity of organizations to change
themselves in response to experience, either good or bad.
Organizational learning occurs when members of an organization look
for new ways to understand the causes of success and failure in
their efforts. The book argues that this kind of change, based on
new beliefs and ideas rather than political accommodation or
manager-mandated, off-the-shelf reforms, ultimately proves to be
durable, worthwhile, and thus highly profitable.
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