Leading Organizational Learning

hierarchies” and markets to achieve superior economic perfor-

mance. See also P. H. Rubin, Managing Business Transactions:

Controlling the Cost of Coordinating, Communicating, and

Decision Making(New York: Free Press, 1990).

2. See G. Szulanski, Sticky Knowledge: Barriers to Knowing in a
   Firm (Thousand Oaks, California: Sage, 2003).


3. Francis Fujiyama’s book Trust: Human Nature and the Reconsti-
   tution of Social Order(New York: Free Press, 1995) spends
   considerable time developing this thesis.


4. M. Gladwell, The Tipping Point: How Little Things Can Make a
   Big Difference(New York: Little, Brown, 2000).

Chapter Eleven, “Knowledge Mapping”

1. K. E. Sveiby, The New Organizational Wealth: Managing and
   Measuring Knowledge-Based Assets(San Francisco: Berrett-
   Koehler, 1997), p. 8.


2. Examples from T. Stewart, Intellectual Capital: The New Wealth
   of Organizations(New York: Bantam Books, 1998), pp. 12–15.


3. Ibid., pp. 12–15.


4. For more information on this subject, see M. Beer, B. Spector,
   P. Lawrence, D. Q. Mills, and R. Walton, Managing Human
   Assets(New York: Free Press, 1994); and P. Senge, The Fifth
   Discipline(New York: Doubleday, 1990).

Chapter Twelve, “Just-in-Time Guidance”

1. J. Pfeffer and R. I. Sutton, The Knowing-Doing Gap: How Smart
   Companies Turn Knowledge into Action(Boston: Harvard Busi-
   ness School Press, 2000), pp. 2–4.


2. M. Goldsmith, H. J. Morgan, and M. Effron, “Changing Lead-
   ership Behavior: Impact of Coworkers and Coaches,” in D.
   Ulrich and others (eds.), The Charge Champions’ Field Guide
   (New York: Best Practice Publications, 2002), pp. 11–19.


3. D. Goleman, “Leadership That Gets Results,” Harvard Business
   Review,Mar.-Apr. 2000, p. 89.

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