Analyzing the roles of problem solving and learning in organizational-learning oriented classifier system

1998 ◽  
pp. 71-82 ◽  
Author(s):  
Keiki Takadama ◽  
Shinichi Nakasuka ◽  
Takao Terano
Keyword(s):  
Organizational Learning ◽  
Problem Solving ◽  
Classifier System

Engineering Design at a Toyota Company

2009 ◽  
pp. 363-374
Author(s):  
Darius Mehri
Keyword(s):  
Organizational Learning ◽  
Problem Solving ◽  
Design Process ◽  
Explicit Knowledge ◽  
Cultural Psychology ◽  
Sociology Of Culture ◽  
Cognitive Approach ◽  
Collective Work ◽  
Innovative Process ◽  
Research And Design

The author worked in the research and design department at a large Toyota company in the late 1990s and experienced an innovative process where engineers worked in tightly knit groups where monitoring, the informal hierarchy and dependence resulted from an emphasis on collective work. In the approach to innovation during the design process, the Toyota engineers were found to engage in an inductive process that placed an emphasis on the concrete and an orientation toward the field as a result of an approach that relied on experience based knowledge. The use of tacit and explicit knowledge is discussed within the context of the design process and the author finds that explicit knowledge dominates the improvement of productivity and organizational learning. The latest research in the sociology of culture and cultural psychology is used to highlight the cognitive approach to problem solving during the innovative process.

Organizational Learning and Knowledge Management

2001 ◽  
pp. 60-76
Author(s):  
Rafael Andreu ◽  
Sandra Sieber
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Problem Solving ◽  
Collective Learning

In today’s competitive landscape firms must develop idiosyncratic, difficult-to-imitate capabilities. This requires effective knowledge deployment and development. In this chapter, we discuss why knowledge and organizational learning are crucial for today’s firms’ competitiveness and propose a model of individual and collective learning based on problem solving. We then explore its implications and examine how KM can be harnessed to foster learning in organizations.

Towards a Multiagent Design Principle: Analyzing an Organizational-Learning Oriented Classifier System

2001 ◽  
pp. 147-168 ◽  
Author(s):  
Keiki Takadama ◽  
Takao Terano ◽  
Katsunori Shimohara ◽  
Koichi Hori ◽  
Shinichi Nakasuka
Keyword(s):  
Organizational Learning ◽  
Design Principle ◽  
Classifier System

When problem solving prevents organizational learning

2002 ◽  
Vol 15 (2) ◽  
pp. 122-137 ◽  
Author(s):  
Anita L. Tucker ◽  
Amy C. Edmondson ◽  
Steven Spear
Keyword(s):  
Organizational Learning ◽  
Problem Solving

The Formalization of Organizational Capabilities and Learning

2018 ◽  
Author(s):  
Giovanni Dosi ◽  
Marco Faillo ◽  
Luigi Marengo ◽  
Daniele Moschella ◽  
Virginia Cecchini Manara
Keyword(s):  
Organizational Learning ◽  
Problem Solving ◽  
Dynamic Capabilities ◽  
Formal Analysis ◽  
Organizational Capabilities ◽  
Classifier Systems ◽  
Organization Studies ◽  
Asymmetric Power ◽  
Critical Overview

This work presents a critical overview of the achievements and challenges ahead facing explicit formalizations of organizational capabilities and learning. We first present the main characteristics both of NK models and of the approach based on classifier systems, focusing on their early applications to organization studies. We then discuss how the use of these models has contributed, in recent years, to the formal analysis of the development and change of firm’s dynamic capabilities by improving our understanding of processes of organizational learning, the representation of the cognitive and problem-solving capabilities of the organization, the link between capabilities and governance issues, in particular in presence of asymmetric power distributions.

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