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
Front Cover; Preface; Acknowledgment/Dedication; About the Author; Table of Contents; 1. Introduction; 2. Overview of Decision and Strategy-Making Schools; 3. Concept of Paradigms in Decision Making; 4. Concepts of Culture, Feedback, and Learning in Decision Making and Strategy Crafting; 5. Study of Methodology; 6. Transport Manufacturing Sector Case Studies (Automotive, Aerospace, and Defense); 7. Process Sector Case Studies (Chemicals, Pharmaceuticals, and Materials); 8. Electric Power Generation Sector Case Studies (Nuclear Power); 9. Synthesis of Theory and Evidence.
Note: Includes bibliographical references (pages 177-187) and index.
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