This works demonstrates that strategic networks, originally created to improve operational practice and performance, can also act as learning networks and as transformational networks. Part 1 reviews and synthesizes concepts from the three domains of operations management, organizational learning, and action learning. Following this review, part 2 collects case studies that show how action learning can be employed in the inter-organizational context. Part 3 uses further cases to present the authors' conceptual, empirical, and research design insights. A central chapter of the book makes a strong theoretical statement, integrating the three domains. The authors then present a set of implementation guidelines which will be useful for those in charge of strategic improvement initiatives. Coughlan teaches operations management and Coghlan teaches organizational development at Trinity College Dublin, Ireland. Annotation ©2011 Book News, Inc., Portland, OR (booknews.com)