Chris Argyris : Crit Eval

Chris Argyris (b. 1923) was one of the key figures in the Human Relations Movement in the 1960s and 1970s; he is widely regarded as the founding father of the learning organization. His work has made substantial contributions to the understanding of organizational behaviour, organizational learning, and action research, and has deepened significantly our comprehension of experiential learning.

Supplemented with the editors’ introduction, which places the gathered work in its historical and intellectual context, this new collection from Routledge brings together in one volume all the best and most influential critical writing on Argyris.

Chapter 1 : On The Virtues of Practising Scholarship : A Tribute to Chris Argyris, a "Timeless Leader"’, Management Learning, 2004
Chapter 2 : Empowerment : The Emperor’s New CloThes’, Harvard Business Review, 1998
Chapter 3 : A Conversation with Chris Argyris : The FaTher of Organizational Learning’, Organizational Dynamics, 1998
Chapter 4 : A Biography of Chris Argyris’, Journal of Applied Behavioral Science, 1995
Chapter 5 : The Work of Chris Argyris as Critical Organization Practice’, Journal of Organizational Change Management, 2003
Chapter 6 : Review : Strategy, Change and Defensive Routines by Chris Argyris’, Administrative Science Quarterly, 1987
Chapter 7 : Reasons and Rationalizations : The Limits to Organizational Knowledge’, Management Learning, 2005
Chapter 8 : Re-reading Organizational Learning : Selective Memory, Forgetting, and Adaptation’, The Academy of Management Executive, 2003
Chapter 9 : Three Faces of Eden : The Persistence of Competing Theories and Multiple Diagnoses in Organizational Intervention Research’, Human Relations, 1996
Chapter 10 : A Comment on The Argyris-Simon Debate’, Public Administration Review, 1974
Chapter 11 : Deutero-Learning in Organizations : A Review and a Reformulation’, Academy of Management Review, 2007
Chapter 12 : Commentary on Varieties of Dialectic Change Processes’, Journal of Management Inquiry, 1996
Chapter 13 : Constructing Contributions to Organizational Learning : Argyris and The Next Generation’, Management Learning, 2004
Chapter 14 : Strategic Change : The Search for The New Equilibria’, Journal of Organizational Change Management, 1990
Chapter 15 : The Theory and Practice of Strategic HRM and Participative Management : Antecedents in Early Industrial Relations’, Human Resource Management Review, 2001
Chapter 16 : Application of Theory of Action to Safety Management : Recasting The NAT/HRT Debate’, Journal of Contingencies and Crisis Management, 1999
Chapter 17 : Learning from Action : Imbedding More Learning into The Performance Fast Enough to Make a Difference’, Organizational Dynamics, 1999
Chapter 18 : Generative Knowledge and Self-organized Learning : Reflecting on Don Schon’s Research’, Journal of Management Inquiry, 2000
Chapter 19 : Change-Oriented Organizational Citizenship Behaviors : The Direct and Moderating Influence of Goal Orientation’, Journal of Retailing, 2004
Chapter 20 : Learning Across a Living Company : The Shell Companies’ Experiences’, Organizational Dynamics, 1998
Chapter 21 : The Spectrum of School-University Partnerships : A Typology of Organizational Learning Systems’, Teaching and Teacher Education, 2007
Chapter 22 : When Values Backfire : Leadership, Attribution, and Disenchantment in a Values-Driven Organization’, The Leadership Quarterly, 2006
Chapter 23 : The Second Generation Learning Organizations : New Tools for Sustaining Competitive Advantage’, Organizational Dynamics, 1998
Chapter 24 : Observations from a Long-Term Survey-Guided Consultation with a Mining Company’, Journal of Applied Behavioral Science, 1985
Chapter 25 : Personnel and Human Resources Development’, Annual Review of Psychology, 1976
Chapter 26 : Action Science and Negotiation’, Marquette Law Review, 2004
Chapter 27 : Organizational Learning in China’, Business Horizons, 1999
Chapter 28 : Intrapreneurship as a Peaceful and Ethical Transition Strategy Toward Privatization’, Journal of Business Ethics, 2000
Chapter 29 : Re-thinking Empowerment : Why is it So Hard to Achieve?’, Organizational Dynamics, 2000
Chapter 30 : Organisational Learning and Employees’ Intrinsic Motivation’, Journal of Education and Work, 2004
Chapter 31 : Organizational Silence : A Barrier to Change and Development in a Pluralistic World’, The Academy of Management Review, 2000