The prescribed book is: Knowledge management. (2011). An integrated approach by Ashok Jashapara, 2nd Edition. Prentice Hall. ISBN 978-0-273-72685-2.

Question 1 Most individual learning theory tends to focus on how we can change the external environment to promote greater learning. How could we synthesise cognitive and behavioural approaches to better understand our internal learning mechanisms?

Question 2 By nature, some team members may be more argumentative whereas others may be more reflective and deeper thinkers. How does one manage these two groups without developing defensive routines in specific circumstances where discussion or dialogue may be required?

Question 3 what measures can be taken to promote 'error harvesting' and sharing mistakes in organisational environments where mistakes are concealed and never discussed?

Question 4 what are the advantages of a 'dialectic' between single-loop and double-loop learning rather than a preoccupation with double-loop learning for organisational success?

Question 5 in what circumstances is it most appropriate to use vicarious learning or grafting in organisations?

Question 6 How can a diversity of interpretations be managed effectively in an organisation?

Question 7 what issues need to be considered when transferring organisational routines within the same organisation or between organisations? How would global factors affect the transfer of these routines?

Question 8 what managerial competences are required to manage dynamic capabilities?

Question 9 it has been argued that competitive advantage occurs from the unique resource configurations and linkages between organisational routines. given that routines are predominantly tacit in nature, how can managers develop them to ensure they possess Vrin attributes (valuable, rare, inimitable and non-substitutable)?

Question10 Knowledge sharing assumes a certain level of openness and cooperation between organisational members. what are the dangers of highly cooperative environments for organisational learning?