Organizational learning and strategic management / volume editors, James P. Walsh, Anne S. Huff.

Includes bibliographical references.

Introduction / James P. Walsh and Anne S. Huff -- Toward a process-based theory of organizational design: can organizations be designed around value chains and networks? / Daniel R. Denison -- Commentary: creating knowledge in the process organization / Ikujiro Nonaka and Kazuo Ichijo -- A phraseologic view of organizational learning / Georg von Krogh and Johan Roos -- Commentary: what could phrases do? / Anjali Sastry -- On the distinction between know-how, know-what, and know-why / Raghu Garud -- Commentary: the importance of know-where and know-when / Charlene Nichols-Nixon -- Collective memory in organizations / Andrea Casey -- Commentary: collective memory in organizations / Mary Ann Glynn -- Making sense of improvisation / Mary Crossan and Marc Sorrenti -- Commentary: jazzing up the theory of organizational improvisation / Mary Jo Hatch -- Social learning and the fundamental paradox of transaction cost economics / Margaret Peteraf and Mark Shanley -- Commentary: social learning and transaction cost economics / Edward A. Snyder -- Strategies of learning and industry structure: the evolution of networks in biotechnology / Kenneth W. Koput, Laurel Smith-Doerr and Walter W. Powell -- Commentary: recipes for alliance / Gail James -- Competition, imitation, and innovation: an organizational learning approach / Stephen J. Mezias and Alan B. Eisner -- Commentary: modeling strategic behavior / James O. Huff -- Strategic sense-making: learning through scanning, interpretation, action, and performance / James B. Thomas, Dennis A. Gioia and David J. Ketchen, Jr. -- Commentary: the nuances of learning / Kathleen M. Sutcliffe -- Integrating strategy and organizational learning: a theory of action perspective / David R. Schwandt -- Commentary: the applicability of Parsonian theory to management / Paula Phillips Carson and Kerry D. Carson.