This paper differs from previous examinations of organizational learning in that it is broader in scope and more evaluative of the literatures. Four constructs related to organizational learning knowledge acquisition, information distribution, information interpretation, and organizational memory are articulated, and the literatures related to each are described and critiqued.

The literature on knowledge acquisition is voluminous and multi-faceted, and so the knowledge acquisition construct is portrayed here as consisting of five subconstructs or subprocesses: 1 drawing on knowledge available at the organization's birth, 2 learning from experience, 3 learning by observing other organizations, 4 grafting on to itself components that possess knowledge needed but not possessed by the organization, and 5 noticing or searching for information about the organization's environment and performance. Examination of the related literatures indicates that much has been learned about learning from experience, but also that there is a lack of cumulative work and a lack of integration of work from different research groups. Similarly, much has been learned about organizational search, but there is a lack of conceptual work, and there is a lack of both cumulative work and syntheses with which to create a more mature literature. Congenital learning, vicarious learning, and grafting are information acquisition subprocesses about which relatively little has been learned.

The literature concerning information distribution is rich and mature, but an aspect of information distribution that is central to an organization's benefitting from its learning, namely how units that possess information and units that need this information can find each other quickly and with a high likelihood, is unexplored. Information interpretation, as an organizational process, rather than an individual process, requires empirical work for further advancement. Organizational memory is much in need of systematic investigation, particularly by those whose special concerns are improving organizational learning and decision making.

https://www.jstor.org/stable/pdfplus/2634941.pdf

Organizational Learning: The Contributing Processes and the Literatures

The Pharmacological Basis of Therapeutics A Textbook of Pharmacology, Toxicology and Therapeutics for Physicians and Medical Students. By Prof. Louis Goodman and Prof. Alfred Gilman. Pp. xiii + 1383. (New York: The Macmillan Company, 1941.) 50s. net.

The Pharmacological Basis of Therapeutics

Traditional approaches to organizational change have been dominated by assumptions privileging stability, routine, and order. As a result, organizational change has been reified and treated as exceptional rather than natural. In this paper, we set out to offer an account of organizational change on its own terms--to treat change as the normal condition of organizational life. The central question we address is as follows: What must organization(s) be like if change is constitutive of reality? Wishing to highlight the pervasiveness of change in organizations, we talk about organizational becoming. Change, we argue, is the reweaving of actors' webs of beliefs and habits of action to accommodate new experiences obtained through interactions. Insofar as this is an ongoing process, that is to the extent actors try to make sense of and act coherently in the world, change is inherent in human action, and organizations are sites of continuously evolving human action. In this view, organization is a secondary accomplishment, in a double sense. Firstly, organization is the attempt to order the intrinsic flux of human action, to channel it towards certain ends by generalizing and institutionalizing particular cognitive representations. Secondly, organization is a pattern that is constituted, shaped, and emerging from change. Organization aims at stemming change but, in the process of doing so, it is generated by it. These claims are illustrated by drawing on the work of several organizational ethnographers. The implications of this view for theory and practice are outlined.

/pdf/on-organizational-becoming-rethinking-organizational-change-5b8pxzpf9s.pdf

On Organizational Becoming: Rethinking Organizational Change

The organizational problem firms face is the utilization of knowledge which is not, and cannot be, known by a single agent. Even more importantly, no single agent can fully specify in advance what kind of practical knowledge is going to be relevant, when and where. Firms, therefore, are distributed knowledge systems in a strong sense: they are decentered systems, iacking an overseeing 'mind'. The knowledge they need to draw upon is inherently indeterminate and continually emerging; it is not self-contained. Individuals' stock of knowledge consists of (a) role-related normative expectations; (b) dispositions, which have been formed in the course of past socializations; and (c) local knowledge of particular circumstances of time and place. A firm has greater-or-lesser control over normative expectations, but very limited control over the other two. At any point in time, a firm's knowledge is the indeterminate outcome of individuals attempting to manage the inevitable tensions between normative expectations, dispositions, and local contexts.

/pdf/the-firm-as-a-distributed-knowledge-system-a-constructionist-5tam34jmj2.pdf

The firm as a distributed knowledge system : A constructionist approach

https://cyberleninka.org/article/n/1480197.pdf

Big Data in Smart Farming – A review

A feed apparatus has means for conversion of a uniform rotational motion into an intermittent forward movement whose input shaft is imparted a uniform rotational motion by a drive kinematically connected to the drive of a roll stand, and a feed device being imparted an intermittent forward motion by said conversion means through the output member thereof and transmitting this motion to a tube being rolled. To decrease load on the parts of said conversion means at the moment of feed of the tube being rolled, the feed apparatus is provided with a hydraulic cylinder constantly transmitting, through the piston, fluid pressure onto the feed device in the direction of feed of the tube being rolled thereby making it possible to increase the number of the roll stand double strokes per minute and to roll large-diameter tubes.

Brain of the firm

Cybernetics and Management.

THE NATURE OF OPERATIONAL RESEARCH. An Initial Posture. On Fixing Belief. Some Dangerous Precedents. The Wedged Bear. The New Look. THE ACTIVITY OF OPERATIONAL RESEARCH. About Models. Models in Aspic. The Formal Languages. A Walk in the Ramified System. Apolloa s Gift. THE RELEVANCE OF CYBERNETICS. About Systems. Coping with Complexity. Controlling Operations. Self--Organizing Systems. Controlling Enterprises. OUTCOMES. The Outcome for Industry. Information and Automation. The Outcome for Government. The Outcome for Management Science. On Practicability. Index.

Decision and Control: The Meaning of Operational Research and Management Cybernetics

Cybernetics and Management

"Stafford Beer is undoubtedly among the world's most provocative, creative, and profound thinkers on the subject of management, and he records his thinking with a flair that is unmatched. His writing is as much art as it is science. He is the most viable system I know." — Dr Russell L Ackoff, The Institute for Interactive Management, Pennsylvania. USA This is a highly original book both in content and format. It presents thirteen 'arguments for change', these are linked by a personal commentary, and by a deeper, 'metalinguistic', commentary. Platform for Change is completely self-contained, does not deal at all with the nature of viable systems, but is directed towards the hope that our planet may yet remain viable--and the human race survive.

Stafford Beer

Papers

Brain of the firm

Cybernetics and Management.

Decision and Control: The Meaning of Operational Research and Management Cybernetics

Cybernetics and Management

Platform for Change