Transforming the practice of management

Peter M. Senge

110 citations0/0 files storedHuman Resource Development Quarterly

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Innovation and Knowledge Management Management and Organizational Practices Organizational Learning and Leadership

Abstract

Abstract Traditional resource‐based organizations are giving way to knowledge‐based organizations, a fundamental change that requires a transformation of the practice of management. Knowledge‐creating companies will require distributed leadership built on a four‐level foundation of philosophy, attitudes and beliefs, skills and capabilities, and tools (artifacts).

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1991The fifth discipline, the art and practice of the learning organization 1989Modeling Managerial Behavior: Misperceptions of Feedback in a Dynamic Decision Making Experiment 1985Organizational Culture and Leadership: A Dynamic View 2017The Leaders New Work: Building Learning Organizations 2000Teaching Smart People How to Learn 1987Strategy, Change and Defensive Routines.1992Systems thinking and organizational learning: Acting locally and thinking globally in the organization of the future 1991Bundling--new products, new markets, low risk.

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1999Practice makes perfect and other myths about mental health services.2002Leading the learning organization: portrait of four leaders 1996The Bases of Competence 2007Organizational learning as an organization development intervention in six high‐technology firms in Taiwan: An exploratory case study 2003A case study in organisational change: implications for theory 1994

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