Strategic management of technological learning : learning to learn and learning to learn-how-to-learn as drivers of strategic choice and firm performance in global, technology-driven markets

''The Strategic Management of Technological Learning explores a portfolio of case studies on technology-driven - but not exclusively high-tech - companies that have an overall long-term record of success and prosperity. Through in-depth interviews with industry practitioners, the author empirically identifies the presence of Strategic or Active Incrementalism.''--BOOK JACKET. Content: Concept of Decision Making Under Uncertainty: Interdisciplinary Overview of Decision-Making Theories -- Strategic Decision Making: Essence of Strategic Management of Technology -- Overview of Decision- and Strategy-Making Schools -- Analytic or Synoptic School of Decision Making -- Experiential or Incremental School of Decision Making -- Problem Definition -- Identification, Evaluation, and Selection of Alternatives -- Implementation -- Design School of Strategy Making -- Planning School of Strategy Making -- Emergent Learning and Deliberate Planning or ''Austrian'' School of Strategy Making -- Concept of Paradigms in Decision Making -- Analytic Paradigm -- Cybernetic Paradigm -- Cognitive Paradigm -- Concepts of Culture, Feedback, and Learning in Decision Making and Strategy Crafting -- Culture As A Medium for Learning -- Concept of Organizational Culture from Three Perspectives: Integration, Differentiation, and Fragmentation -- Organizational Culture as a Facilitator/Inhibitor of Technological Learning: A Metaculture Perspective -- Feedback as a Tool for Learning -- Interdisciplinary Overview -- Multilayered Feedback and Strategic Decision Making -- Feedback and Self-Organization in the Strategic Management of Technology -- Learning: Autonomy and Responsibility -- Interdisciplinary Overview -- Multiple-Level Learning: Individual, Group, Intraorganizational, Interorganizational, and Supraorganizational -- Multiple-Loop Learning: Operational, Tactical, Strategic, and Metastrategic. Abstract: How do companies such as BMW, Airbus Industrie, and BASF leverage technology and learn to thrive where others fail? This book gives the reader a tool for gaining short-term, case-specific insight and long-term industry-wide understanding of the best technology, innovation, and knowledge management. Read more... How do companies such as BMW, Airbus Industrie, and Bayer leverage technology and learn to thrive where others fail? This book provides a one-stop resource on technology, innovation, and knowledge management. It gives you a tool for gaining short-term, case-specific insight and long-term, industry-wide understanding of the best technology management and learning policies and practices. The Strategic Management of Technological Learning explores a portfolio of case studies on technology-driven-but not exclusively high-tech-companies that have an overall long-term record of success and prosperity. Through in-depth interviews with industry practitioners, the author empirically identifies the presence of Strategic or Active Incrementalism. The following chart shows the studied firms, which operate at high risk and uncertainty, very dynamic, and technologically intensive business environments: Annotation Explores strategic decision-making frameworks as they are used in practice, and the role that feedback and learning processes play in reaching a decision within an entrepreneurial or strategic investment decision context and in technologically intensive environments. Carayannis (management science, George Washington University) first compares the analytic versus experience-based theories of decision making, then identifies the presence of incrementalism within the context of the strategic management of technology through case studies of 13 companies from four industries process, automotive manufacturing, aerospace, and power generation. Annotation c. Book News, Inc., Portland, OR (booknews.com) Existing concepts in the theory of the firm, especially those focused on strategic issues, tend to be constrained along two dimensions.