Strategic management of technological learning : learning to learn and learning to learn-how-to-learn as drivers of strategic choice and firm performance in global, technology-driven markets

Concept of Decision Making Under Uncertainty: Interdisciplinary Overview of Decision-Making Theories -- Strategic Decision Making: Essence of Strategic Management of Technology -- Overview of Decision- and Strategy-Making Schools -- Analytic or Synoptic School of Decision Making -- Experiential or Incremental School of Decision Making -- Problem Definition -- Identification, Evaluation, and Selection of Alternatives -- Implementation -- Design School of Strategy Making -- Planning School of Strategy Making -- Emergent Learning and Deliberate Planning or "Austrian" School of Strategy Making -- Concept of Paradigms in Decision Making -- Analytic Paradigm -- Cybernetic Paradigm -- Cognitive Paradigm -- Concepts of Culture, Feedback, and Learning in Decision Making and Strategy Crafting -- Culture As A Medium for Learning -- Concept of Organizational Culture from Three Perspectives: Integration, Differentiation, and Fragmentation -- Organizational Culture as a Facilitator/Inhibitor of Technological Learning: A Metaculture Perspective -- Feedback as a Tool for Learning -- Interdisciplinary Overview -- Multilayered Feedback and Strategic Decision Making -- Feedback and Self-Organization in the Strategic Management of Technology -- Learning: Autonomy and Responsibility -- Interdisciplinary Overview -- Multiple-Level Learning: Individual, Group, Intraorganizational, Interorganizational, and Supraorganizational -- Multiple-Loop Learning: Operational, Tactical, Strategic, and Metastrategic.