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005 20200520144314.0
010   $a1-280-47974-4
010   $a9786610479740
010   $a1-84544-726-3
035   $a(CKB)1000000000002574
035   $a(EBL)232199
035   $a(OCoLC)61370343
035   $a(SSID)ssj0000465710
035   $a(PQKBManifestationID)11314301
035   $a(PQKBTitleCode)TC0000465710
035   $a(PQKBWorkID)10440487
035   $a(PQKB)11708777
035   $a(MiAaPQ)EBC232199
035   $a(Au-PeEL)EBL232199
035   $a(CaPaEBR)ebr10052792
035   $a(CaONFJC)MIL47974
035   $a(OCoLC)70738164
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100   $a20000815d2002      uy         0
101 0 $aeng
135   $aur|n|---|||||
181   $ctxt
182   $cc
183   $acr
200 00$aEnergy and emotion in organizations that learn /$fGuest editor Peter Smith
205   $a1st ed.
210   $aBradford, England $cEmerald Group Publishing$dc2002
215   $a1 online resource (31 p.)
225 1 $aThe Learning Organization. No. 5 ;$vVol. 9
300   $aDescription based upon print version of record.
311   $a0-86176-743-8 
327   $aContents; Abstracts & keywords; Rationalizing the promotion of non-rational behaviors in organizations; Contact styles; Leading with the Tao; Emotion, learning and organizing; Author and title index to volume 9, 2002
330   $aIf current experts in the field of organizationaldesign have it right (for example Senge,1990), and we believe that they do, thenorganizations must become high-alignment/high-autonomy environments if they are toremain viable (Smith and Saint-Onge, 1996;Smith and Sharma, 2002).
410  0$aLearning Organization.$nNo. 5 ;$vv. 9.
606   $aOrganizational learning
606   $aOrganizational effectiveness
615  0$aOrganizational learning.
615  0$aOrganizational effectiveness.
676   $a302.35
701   $aSmith$b Peter$041392
801  0$bMiAaPQ
801  1$bMiAaPQ
801  2$bMiAaPQ
906   $aBOOK
912   $a9910826390903321
996   $aEnergy and emotion in organizations that learn$94029619
997   $aUNINA