This fascinating book argues for a new way of looking at the world and at human systems, companies or (Western) society as a whole. Walter R.J. Baets argues that we should let go of our drive to control, manage and organize, in order to be able to create an ideal environment for continuous learning, both for ourselves and for our collaborators. Arguing in favour of a holistic management approach, and very much in opposition to the short-term shareholder value driven approaches that are popular today, Baets’ book develops a logic founded in real life observations, examples and cases that every reader will recognize in their daily practice. It guides the reader to understand an alternative paradigm and allows them finally to be able to work with the dynamics of business on a daily basis. A must-read for students of complexity, strategy and organizational behaviour, this well-researched, well-argued book skilfully guides the reader through this interesting subject.
Over the past years, business schools have been experimenting with distance learning and online education. In many cases this new technology has not brought the anticipated results. Questions raised by online education can be linked to the fundamental problem of education and teaching, and more specifically to the models and philosophy of education and teaching. Virtual Corporate Universities: A Matrix of Knowledge and Learning for the New Digital Dawn offers a source for new thoughts about those processes in view of the use of new technologies. Learning is considered as a key-strategic tool for new strategies, innovation, and significantly improving organizational effectiveness. The book blends the elements of knowledge management, as well as organizational and individual learning. The book is not just a treatment of technology, but a fusion of a novel dynamic learner (student)-driven learning concept, the management and creation of dynamic knowledge, and next-generation technologies to generic business, organizational and managerial processes, and the development of human capital. Obviously, the implications of online learning go far beyond the field of business as presented in this book.
I am not a born academic. I deliberately joined the ranks of academia at a fairly late stage as a natural progression from my professional career as an executive in what in those days was known as "decision support". My career had begun in the telecom industry before the days of deregulation in what one would call strategic planning and then I moved on to decision support in the field of banking, developing trading room software and risk management systems. As I developed decision support systems for real applications, the more I realized how very dependent these systems are on decision design. I began to question a number of basic business assumptions. I felt increasingly the need to review the way decision support systems were conceived at the time since they not only limited what one could do with computers, but also limited the decision-making capacity of executives. I thus decided to take time out from my professional obligations in order to be able to investigate the 'whys and wherefores' behind decision-making. I experienced yet another disappointment at the beginning of my academic career as I noted the academic research style prevailing in most Business Schools. The academic community was adhering to a type of research methodology based on a single view of the way humans think.
This fascinating book argues for a new way of looking at the world and at human systems, companies or (Western) society as a whole. Walter R.J. Baets argues that we should let go of our drive to control, manage and organize, in order to be able to create an ideal environment for continuous learning, both for ourselves and for our collaborators. Arguing in favour of a holistic management approach, and very much in opposition to the short-term shareholder value driven approaches that are popular today, Baets’ book develops a logic founded in real life observations, examples and cases that every reader will recognize in their daily practice. It guides the reader to understand an alternative paradigm and allows them finally to be able to work with the dynamics of business on a daily basis. A must-read for students of complexity, strategy and organizational behaviour, this well-researched, well-argued book skilfully guides the reader through this interesting subject.
I am not a born academic. I deliberately joined the ranks of academia at a fairly late stage as a natural progression from my professional career as an executive in what in those days was known as "decision support". My career had begun in the telecom industry before the days of deregulation in what one would call strategic planning and then I moved on to decision support in the field of banking, developing trading room software and risk management systems. As I developed decision support systems for real applications, the more I realized how very dependent these systems are on decision design. I began to question a number of basic business assumptions. I felt increasingly the need to review the way decision support systems were conceived at the time since they not only limited what one could do with computers, but also limited the decision-making capacity of executives. I thus decided to take time out from my professional obligations in order to be able to investigate the 'whys and wherefores' behind decision-making. I experienced yet another disappointment at the beginning of my academic career as I noted the academic research style prevailing in most Business Schools. The academic community was adhering to a type of research methodology based on a single view of the way humans think.
Over the past years, business schools have been experimenting with distance learning and online education. In many cases this new technology has not brought the anticipated results. Questions raised by online education can be linked to the fundamental problem of education and teaching, and more specifically to the models and philosophy of education and teaching. Virtual Corporate Universities: A Matrix of Knowledge and Learning for the New Digital Dawn offers a source for new thoughts about those processes in view of the use of new technologies. Learning is considered as a key-strategic tool for new strategies, innovation, and significantly improving organizational effectiveness. The book blends the elements of knowledge management, as well as organizational and individual learning. The book is not just a treatment of technology, but a fusion of a novel dynamic learner (student)-driven learning concept, the management and creation of dynamic knowledge, and next-generation technologies to generic business, organizational and managerial processes, and the development of human capital. Obviously, the implications of online learning go far beyond the field of business as presented in this book.
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