Publisher's Synopsis
The conception of this book not only critically addresses the neglect of social institutions in common organizational learning approaches, but also reconsiders some neo-institutionalist arguments which overestimate the role of institutions at the expense of the role played by creativity and the emergence of strategic choices within the processes of organizational learning. By applying a comparative case study research, the study stresses the social embeddedness of organizational learning and, thus, considers how actors and groups actually learn. In retrospect, it can be insofar concluded that the quite remarkable conditions of societal change in East-Germany appeared to be beneficial in helping us to better study the consequences of micro-level learning processes on the macro-level of society and visa versa.
