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Book Reviews

The rainmaker effect: Contradictions of the learning organisation

by Stefan Kuhl, Princeton, Hamburg, Shanghai, Singapore, Versailles, Zurich, Organisational Dialogue Press, 2019, 187 pp., £11.99 (pbk), ISBN 978-1-7323861-6-7

References

  • Argyris, C., and D. Schon. 1978. Organisational Learning: A Theory Of Action Perspective. Reading: Addison-Wesley.
  • Argyris, C., and D. Schon. 1996. Organisational Learning II: Theory, Method And Practice. Reading: Addison-Wesley.
  • Burgoyne, J., M. Pedler, and T. Boydell. 1994. Towards The Learning Company: Concepts And Practices. Maidenhead: McGraw-Hill.
  • Cohen, M., J. March, and J. Olsen. 1972. “A Garbage Can Model Of Organisational Choice.” Administrative Science Quarterly 17 (1): 1–25.
  • Cooper, R. 1976. “The Open Field.” Human Relations 29 (11): 999–1017.
  • Cyert, R., and J. March. 1963. A Behavioural Theory Of The Firm. Englewood Cliffs, NJ: Prtentice-Hall.
  • Dalton, M., J. Jarvis, B. Powell, and D. Sorkin. 2015. The Revolution Will Be Improvised: Part 2: Insights From Places On Transforming Systems. London: The Leadership Centre.
  • Keats, J. 1899. The Complete Poetical Works And Letters Of John Keats. Cambridge: Houghton-Mifflin.
  • Kenny, I. 1999. Freedom And Order: Studies In Strategic Leadership. Dublin: Oak Tree Press.
  • Pedler, M., J. Burgoyne, and T. Boydell. 1991. The Learning Company: A Strategy For Sustainable Development. Maidenhead: McGraw-Hill.
  • Vince, R. 2018. “The Learning Organisation As Paradox: Being For The Learning Organisation Also Means Being Against It.” The Learning Organisation 25 (4): 273–280.
  • Vince, R., and M. Pedler. 2018. “Putting The Contradictions Back Into Leadership Development.” Leadership and Organisation Development Journal 39 (7): 859–872.

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