scholarly journals Learning as cognition: a developmental process for organizational learning

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rob E. Carpenter
Keyword(s):  
Organizational Learning ◽  
Design Methodology ◽  
Developmental Process ◽  
Group Cognition ◽  
Organization Learning ◽  
Content Type ◽  
Practical Implications

Purpose The aim of this article is to present a viewpoint from learning as individual and group cognition for the benefit of organization learning scholarship. Design/methodology/approach Conceptual viewpoint of the author. Findings The results demonstrate that perspective of intentionality is important for understanding how learning as cognition develops into organizational learning. Practical implications Organizations that recognize perspective as the agency by which learning as cognition develops organizational learning have a better opportunity to remain competitive. Originality/value This paper provides a basis to advance understanding on how perspective influences learning as cognition as a developmental process for organizational learning.

scholarly journals Organizing for inter-organizational learning in service networks

2019 ◽  
Vol 26 (3) ◽  
pp. 276-288 ◽  
Author(s):  
Jean-Paul Peronard ◽  
Jacob Brix
Keyword(s):  
Organizational Learning ◽  
Design Methodology ◽  
Network Performance ◽  
Allocation Of Resources ◽  
Learning Context ◽  
Service Networks ◽  
Service Network ◽  
Content Type ◽  
Learning Challenges ◽  
Practical Implications

Purpose The purpose of this study is to consolidate existing research on ‘service networks’ and to frame this literature as a new ‘context for learning’. Research from inter-organizational learning is used to qualify this consolidation and advances from inter-organizational learning are used to operationalize how service network actors in this new context can organize for inter-organizational learning to create more value for themselves and their customers. Design/methodology/approach By conceptualizing the learning context of a service network and the interrelated dimensions, an overview of the learning challenges for improved service performance is provided. Findings Inspired by the service triangle, the proposed framework highlights the learning challenges among two or more actors and the knowledge and skills needed for them to organize the service network. To build a collaboration characterized by trust, behaviors associated with transparency and receptivity are argued to be imperative. Practical implications The framework can increase the opportunities for inter-organizational learning in a service network. Knowing the learning context and the challenges associated with this learning allows for a more accurate intervention and allocation of resources to improve service network performance. Originality/value The novelty lies in the consolidation of the literature of service networks and the extension of the literature on inter-organizational learning hereto.

New learning and old learning

2020 ◽  
Vol 34 (6) ◽  
pp. 21-23
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Learning Organization ◽  
Design Methodology ◽  
Reading Time ◽  
Content Type ◽  
Management Processes ◽  
New Learning ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds his/her own impartial comments and places the articles in context. Findings Organizational learning is one of those themes that everyone within a firm can get on board with. It sounds important and logical, and no one is going to argue against organizational learning, are they? Once the HR department declares your firm a “learning organization” and ensures that knowledge management processes are updated, new training is rolled out and mentoring introduced across hierarchies, everyone will be happy in the knowledge that they are now part of a learning organization. Practical implications This paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Firm exporting and investment in exploratory and exploitative R&D

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yi Ke ◽  
Marios Kafouros ◽  
Haifeng Yan
Keyword(s):  
Organizational Learning ◽  
Design Methodology ◽  
Generalized Least Squares ◽  
Learning Opportunities ◽  
Significant Positive Effect ◽  
Content Type ◽  
Different Types ◽  
D Investment ◽  
Positive Effect ◽  
Practical Implications

Purpose This study aims to investigate how firms’ internationalization activities through exporting influence their organizational learning. Specifically, this study examines how the level of exporting and geographic market scope impact a firm’s exploratory and exploitative R&D investment differently. Design/methodology/approach Using a sample of 7,055 firms in Spain during the period 2006–2011, the study uses regression analysis (generalized least squares random effects) to test various hypotheses. Findings Although exporting improves organizational learning, learning opportunities vary for different aspects of exporting. Specifically, the level of a firm’s exporting has a significant positive effect on its exploitative R&D investment, whereas geographic market scope of a firm increases its exploratory R&D investment. Practical implications The findings can aid in shaping policies and firms’ decisions pertaining to exporting and exploratory and exploitative R&D investment. As the findings indicate that, the determinants of exploratory and exploitative R&D investment are different, managers and policymakers, who aim at a specific type of R&D investment, should understand which exporting strategy they should pursue. Originality/value Prior research suggests that exporting improves organizational learning. This study extends this knowledge by showing that different aspects of exporting, specifically, the level of exporting and geographic market scope, drive different types of organizational learning.

Organizations, gender and learning

2018 ◽  
Vol 32 (4) ◽  
pp. 25-27
Keyword(s):  
Organizational Learning ◽  
Competitive Advantage ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Cutting Edge ◽  
The Other ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Organizations need to use, create, and share knowledge to gain competitive advantage. Many organizations are traditionally based on a male culture. This means that men are seen as the “norm” and women as the “other.” Women, thus, feel excluded and their voices, opinions, and knowledge go unheard. This can be detrimental to successful organizational learning. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals Environmental management system (EMS)

2015 ◽  
Vol 27 (6) ◽  
pp. 1233-1253 ◽  
Author(s):  
Azilah Kasim
Keyword(s):  
Environmental Management ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Management System ◽  
Systematic Approach ◽  
Empirical Studies ◽  
Environmental Management System ◽  
Organization Learning ◽  
Content Type ◽  
Practical Implications

Purpose – The paper aims to discuss the link or relationship between environmental management system (EMS) adoptions with organization learning (OL). It postulates that EMS adoption has the potential to catalyze organizational learning in hotels to make them more dynamic and competitive. Design/methodology/approach – The paper reviewed the literature to link the purpose and steps involved in an EMS adoption with the benefit of managing organizational knowledge and OL. It also uses the literature to identify phases of learning in EMS adoption and the level of employees exposed to the learning. Findings – There are two reasons why more hotels should not be hesitant to adopt EMS: flexibility – EMS does not dictate the level of environmental performance a firm should achieve, thus giving hotel firms the flexibility to determine the level of sophistication of their environmental management; and the building of company’s dynamism – EMS facilitates organizational learning, leading to enhanced organizational performance. Research limitations/implications – The proposed link between EMS implementation with OL in this paper can only be proven by means of empirical studies. Practical implications – Understanding the OL value of EMS adoption may persuade more hotel practitioners to adopt it. Originality/value – This paper proposes a link between a systematic approach to managing environmental responsibility with knowledge management in hotels.

Learning with startups: an empirically grounded typology

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Annika Steiber ◽  
Sverker Alänge ◽  
Vincenzo Corvello
Keyword(s):  
Organizational Learning ◽  
Design Methodology ◽  
Learning Processes ◽  
Organizational Ambidexterity ◽  
Content Type ◽  
Organizational Learning Theory ◽  
Correct Model ◽  
Key Characteristics ◽  
Operational Models ◽  
Practical Implications

Purpose Corporate-startup collaboration is an opportunity for inter-organizational learning. This paper aims to develop an empirically grounded typology to guide researchers and managers in choosing a model that is coherent with the underlying learning processes. Design/methodology/approach The empirical research consisted of three phases. First, 30 large companies were interviewed to identify different models of interaction. Second, eight different models and cases were selected, and a list of key characteristics of each model was drawn based on the empirical data, obtaining a first typology. Third, the typology was tested, improved and validated on nine corporations. Findings The main result of the study is an empirically grounded typology of models for corporate-startup interaction and inter-organizational learning. Six dimensions distinguish each model from the others. Research limitations/implications The paper contributes to extend the literature on inter-organizational learning through different models of corporate-startups interaction. It also contributes to organizational ambidexterity theory, showing how collaboration with startups can improve exploitation and exploration. Practical implications The typology provides an instrument for analyzing and selecting operational models for corporate-startup collaboration and learning. The models can be modified or broadened, creating new hybrids. Originality/value The paper presents a novel way of looking at corporate-startup relations by studying them through the lens of organizational learning theory. It explains the existence of different inter-organizational arrangements and provides guidance in selecting the correct model.

Fostering interpersonal trust as a norm in organizations: five key starting points

2015 ◽  
Vol 29 (4) ◽  
pp. 10-13
Author(s):  
Ron Portis
Keyword(s):  
Social Interaction ◽  
Organizational Learning ◽  
Knowledge Sharing ◽  
Design Methodology ◽  
Interpersonal Trust ◽  
Organizational Trust ◽  
Bottom Line ◽  
Content Type ◽  
Key Steps ◽  
Practical Implications

Purpose – The purpose of this paper is to suggest ways that organizations can foster “interpersonal trust”. The author explores how the implementation of specific strategies can be used to “contextually cue” or “signal” the formation of interpersonal trust. Design/methodology/approach – The author reviews two seeming disparate streams of literature: interpersonal trust and the psychology of habit formation. The author shows how the use of “contextual cuing” can be used to create dispositions of trust and how that trust can become an organizational norm, expectation or habit. Findings – The author identifies five key steps that can be used to foster interpersonal trust. Practical implications – Organizational commitment, knowledge sharing and collaboration and organizational learning have all been shown to have significant impacts on the organization’s bottom line. Given the demonstrable importance of “trust” then must ask, “what can organizations do to more effectively foster interpersonal trust?” The author identifies five key steps that can be used to foster interpersonal trust. Social implications – Where there are two or more persons, there is “social interaction”. And, for that interaction to be civil, positive or productive, trust is required. Originality/value – There is an abundance of literature regarding the importance of interpersonal trust, organizational trust and their implications. Yet, there is very little that speaks to the operationalization of the concepts with specific and targeted strategies. The author proposes five possible strategies.

Strategic learning capability: through the lens of environmental jolts

2015 ◽  
Vol 39 (7) ◽  
pp. 628-640 ◽  
Author(s):  
Hanna Moon ◽  
Chan Lee
Keyword(s):  
Organizational Learning ◽  
Design Methodology ◽  
System Level ◽  
Strategic Learning ◽  
Response Mechanism ◽  
Learning Capability ◽  
Content Type ◽  
Stimulus Response ◽  
Environmental Jolts ◽  
Practical Implications

Purpose – This paper aims to deepen the understanding of strategic learning through the lens of environmental jolts. Design/methodology/approach – Strategic learning is explained from the three paradigms of organizational learning. Findings – Organizational learning provides a firm foundation to develop and elaborate the concept of strategic learning that can help organizations gain competitive advantage and adaptive capability. Research limitations/implications – Alan Meyer’s environmental jolt model is meaningful in that it is derived from stimulus–response model, which still explains important aspects of strategic learning. Practical implications – Embedding a strategic learning capability will help organizations development fit with external environments. Originality/value – This paper enlightens strategic learning as a Model II learning at the system level from a stimulus-response mechanism and opens up new possibilities of incorporating higher-order capability.

Teamwork with a punctuation mark

2017 ◽  
Vol 31 (5) ◽  
pp. 29-31
Keyword(s):  
Organizational Learning ◽  
Case Studies ◽  
Virtual Teams ◽  
Design Methodology ◽  
Reading Time ◽  
Content Type ◽  
Face To Face ◽  
Punctuation Mark ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This study illustrates how a mix of face-to-face and virtual routines can ensure organizational learning in virtual teams. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Three debates in organizational learning: what every manager should know

2015 ◽  
Vol 29 (3) ◽  
pp. 3-6 ◽  
Author(s):  
Nobin Thomas ◽  
Neharika Vohra
Keyword(s):  
Organizational Learning ◽  
Literature Review ◽  
Design Methodology ◽  
Reading Time ◽  
Extensive Literature ◽  
Content Type ◽  
Theoretical Perspectives ◽  
Basic Understanding ◽  
Pertinent Information ◽  
Practical Implications

Purpose – The present study aims to address three major debates in organizational learning, review past literature and pinpoint practical implications for managers. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – Though theoretical contributions have enriched “organizational learning” literature for over five decades, there seems to be little consensus among scholars about its definition, methodology and theoretical perspectives. Little did anyone realize that the construct itself would become so encompassing that its merit of being understood gets overshadowed by the multitude of perspectives. For managers, it requires a basic understanding of these three debates to remain open to the organizational learning efforts in their organization. Originality/value – Based on an extensive literature review, the briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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