scholarly journals Developing and Sustaining a Multilevel Competitive Learning Organization – A Behavioral and Cognitive Approach

2011 ◽  
Vol 17 (61) ◽  
pp. 1
Author(s):  
سعد العنزي ◽  
مصطفى اسماعيل
Keyword(s):  
Organizational Learning ◽  
Competitive Advantage ◽  
Learning Organization ◽  
Social Systems ◽  
Competitive Learning ◽  
Sustainable Competitive Advantage ◽  
Cognitive Approach ◽  
Rapid Changes ◽  
The Individual ◽  
Integrative Network

To maintain a sustained competitive position in the contemporary environment of  knowledge  economy,  organizations  as an open social systems must have an ability to learn and know  how to adapt to rapid changes  in a proper fashion so that organizational objectives will be achieved efficiently and effectively.  A multilevel approach is adopted proposing that organizational learning suffers from the lack of interest about the strategic competitive performance of the organization. This remains implicit almost in all models of organizational learning and there is little focus on how learning organizations achieve sustainable competitive advantage . A dynamic model that captures the strategic nature of organizational learning is the competitive learning organization . This type of organizations approach sustainable competitive learning by reshaping their strategy, structure, and culture for growth to be attained continuously at the individual and groups(micro), integrative network (meso), organization and interorganizational (macro) levels .Learning by itself is not enough to attain a sustainable competitive advantage. Rather, the most important thing is that how best to focus the learning on the most prominent forces resulted from changes and fluctuations in the competitive environment .  

A Framework for Building Learning Organizations

2011 ◽  
pp. 246-268
Author(s):  
Sushil K. Sharma ◽  
Jatinder N.D. Gupta
Keyword(s):  
Competitive Advantage ◽  
Learning Organization ◽  
Learning Organizations ◽  
Cost Effective ◽  
Continuous Learning ◽  
Sustainable Competitive Advantage ◽  
Competitive Environments ◽  
The Future ◽  
The Individual ◽  
Suitable Framework

The concept of the learning organization that strives continually to develop its people and processes will be an accepted philosophy of all competitive organizations in the future. Organizations are increasingly being challenged to leverage learning, as it has been widely articulated that knowledge creation and continuous learning at the individual, team, and organizational levels may be the only source of sustainable competitive advantage. Continuous learning is essential for surviving, let alone prospering, in dynamic and competitive environments. Because of this increased emphasis on learning, there has been a tremendous interest in the concept of learning organizations and the capabilities required to build learning organizations. Organizations of the future will not be able to expand into new markets and win market share unless they have a framework (technologies, people, processes, and methodologies) to use their past knowledge to gain a competitive advantage. Organizations of the 21st century have to use the latest information technology and methodologies that can enable them to be cost effective, faster, flexible, and more competitive. Despite the growing interest in learning organizations, there are knowledge gaps in understanding about how to exploit technologies to create a suitable framework for learning organization. Our chapter attempts to suggest a framework for building learning organizations and shows the use of systemic approach to implement our proposed framework to create learning organizations.

scholarly journals The Learning Organization: A Foundation to Enhance the Sustainable Competitive Advantage of the Service Sector in Egypt

2016 ◽  
Vol 2 (2) ◽  
pp. 37 ◽  
Author(s):  
Wael Omran Aly
Keyword(s):  
Organizational Learning ◽  
Competitive Advantage ◽  
Developing Country ◽  
Learning Organization ◽  
Service Sector ◽  
Core Competencies ◽  
Economic Sector ◽  
Sustainable Competitive Advantage ◽  
Value Stream ◽  
Class 1

<p class="1"><span lang="EN-US">An organization’s capability to learn and convey that learning into action quickly, is the supreme competitive advantage. The learning organization is the structure that eases the realization of such competitive advantage, it empowers employees, it deepens and enhances the customer experience and cooperation with main business partners and eventually improves business</span><span lang="EN-US"> performance. </span><span lang="EN-US">Organizational learning is considered as the suitable process to develop knowledge resources and capabilities/core competencies (human capital, social capital and organizational capital) that engender ongoing values; which in turn yield persistence superior performance; which lead to sustainable competitive advantage within the context of the strategic management. </span></p><p class="1"><span lang="EN-US">Then, the learning organization provide the necessary organic structure involving the necessary disciplines, principles and policies; according to which the organizational learning process had to take place - in the light of the environmental surroundings- to equip the human resources with the updating knowledge, innovative capabilities, behaviors and culture representing the convenient intellectual capital to produce ongoing value stream. Such value stream deems as a sustainable competitive advantage for such organization.</span></p><p class="1"><span lang="EN-US">This paper, therefore, explores, discusses and analyzes the integrated role of Learning organization (as a structural entity) and the organizational learning (as an intrinsic know-how process) that takes place within such context; in helping firms working in the service sector in Egypt- whether they are public or private enterprises-</span><span lang="EN-US">to achieve sustainable competitive advantage, </span><span lang="EN-US">as the service sector in Egypt is almost the biggest and fastest-growing economic sector and represents almost 51 % of GDP. Whereby it embodies the locomotive of development for a developing country as Egypt.</span></p><!--EndFragment--> ompetitive advantage, <span lang="EN-US">as the service sector in Egypt is almost the biggest and fastest-growing economic sector and represents almost 51 % of GDP. Whereby it embodies the locomotive of development for a developing country as Egypt.</span><p> </p>

scholarly journals Strategic Adjustment Capacity, Sustained Competitive Advantage, and Firm Performance: An Evolutionary Perspective on Bird Flocking and Firm Competition

2017 ◽  
Vol 2017 ◽  
pp. 1-14
Author(s):  
Shou Chen ◽  
Shiyuan Wu ◽  
Chao Mao ◽  
Boya Li
Keyword(s):  
Organizational Learning ◽  
Firm Performance ◽  
Competitive Advantage ◽  
Sustainable Competitive Advantage ◽  
Learning Capability ◽  
Learning Capacity ◽  
Strategic Adjustment ◽  
Organizational Learning Capacity ◽  
Inertia Control ◽  
Operational Capacity

Imitating the positioning rules in the bird flocking system, the strategic adjustment capacity is decomposed into three aspects, which are the organizational learning capacity from the top firms, the extent to which firms maintain or rely on the best operational capacity vector in history, and the ability to overcome the disadvantage while maintaining the advantage of the operational capacity vector from the previous years, respectively. Financial vectors are constructed to represent the results of corporate strategic adjustment and listed firms in the China A stock are chosen as the samples. As empirical analysis reveals, there is a positive correlation between the organizational learning capacity from the top firms and the firm performance and a U-shaped relation between the learning capability from the previous best operational capacity vector and the firm performance. However, no significant correlation between the inertia control ability of the current operational capacity vector of the firms and their performance improvement can be observed. This study verifies that the issue of corporate competitiveness and performance can be investigated by utilizing the principles of competition in nature. Moreover, a firm can obtain a sustainable competitive advantage by improving its ability to learn from top firms in the industry.

scholarly journals articulation between innovation and competences anchored by knowledge management aiming sustainable competitive advantage

2018 ◽  
Vol 12 (2) ◽  
Author(s):  
Jurema Suely de Araújo Nery Ribeiro ◽  
MARCO ANTÔNIO CALIJORNE SOARES ◽  
Paulo Henrique Jurza Abranches ◽  
Fabricio Ziviani
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Critical Reflection ◽  
Organizational Context ◽  
Management Practices ◽  
Sustainable Competitive Advantage ◽  
Theoretical Paper ◽  
Knowledge Management Practices ◽  
Organizational Results ◽  
The Individual

Organizations while seeking to establish higher standards of performance and sustainable competitive advantage have been stimulating a critical reflection about the factors that affect the performance of the individual and of the organizations. Knowledge became one of the main organizational competitive factors and knowledge management could contribute as a enhancer of organizational results. This paper aims to demonstrate the importance os knowledge management practices as a promoter of sustainable competitive advantage, considering its influence in the organizational context. For this, this theoretical paper has realized a brief literature revision in the knowledge management and sustainable competitive advantage fields, presenting concepts and approaches, in order to understand the interaction of these constructs with competence and innovations constructs. The results signalized that the comprehension of the relations between competences and innovation, anchored by knowledge management, is the assurance of the adequate conduction of the mechanisms through the competitive advantage could be sustained. For demonstrating this, it was proposer a systematized model to knowledge management and competitive advantage, structured with competence and innovation constructs. .

The Resource-Based View and Learning Theory: Overlaps, Differences, and a Shared Future

2020 ◽  
pp. 014920632096773
Author(s):  
Henrich R. Greve
Keyword(s):  
Organizational Learning ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Learning Theory ◽  
Organizational Theory ◽  
Path Dependence ◽  
Sustainable Competitive Advantage ◽  
Resource Based View ◽  
Social Technologies ◽  
Organizational Differences

The resource-based view and learning theory have developed independently but still have important areas of theoretical overlap, especially in central assumptions, such as how organizational differences, path dependence, and complex social technologies shape strategy. In addition, they have divergent and complementary theory, with major differences stemming from organizational learning focusing on behaviors rather than resources and organizing its research based on the sources of learning and the triggers of learning. Two research streams in organizational learning with particular implications for the resource-based view are the work on problemistic search and the work on interorganizational imitation. Both are expected to develop quickly as a result of the necessary interaction between research based on organizational theory and strategic management. They are promising areas of investigation for the resource-based view of the firm that can help distinguish the sources of sustainable competitive advantage and the importance of enduring competitive advantage.

Conceptual Theory

2010 ◽  
pp. 1-22 ◽  
Author(s):  
Meir Russ ◽  
Robert Fineman ◽  
Jeannette K. Jones
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Knowledge Base ◽  
Gap Analysis ◽  
Organizational Knowledge ◽  
The Other ◽  
Organizational Level ◽  
Sustainable Competitive Advantage ◽  
Individual Level ◽  
The Individual

This chapter will provide the reader with two definitions of knowledge, one at the individual level, the other at the organizational level. This will be followed by connecting the knowledge base of the organization to its sustainable competitive advantage by using a multiple-layer framework of organizational knowledge. Then, the chapter will discuss the frameworks of knowledge management vision, mission and goals for the organization. Temporary and functional gap analysis frameworks will follow. The chapter will end with a brief description of three tools developed by the authors.

Organizational Learning and the Learning Organization

2015 ◽  
pp. 286-312 ◽  
Keyword(s):  
Organizational Learning ◽  
Competitive Advantage ◽  
Systems Thinking ◽  
Learning Organization ◽  
Double Loop ◽  
Peter Senge ◽  
Generative Process ◽  
Double Loop Learning ◽  
Five Disciplines ◽  
A Company

Organizational learning and learning organization are two constructs based on conceptual metaphors. Organizational learning is a process that occurs across individual, group, and organizational levels through intuiting, interpreting, integrating, and institutionalizing. It is a purposeful process designed and sustained by inspired leadership. It may be an adaptive process based on the single-loop learning or a generative process based on the double-loop learning. The organization that is capable of transforming organizational learning into the engine of knowledge creation aiming at building up a competitive advantage may become a learning organization. Peter Senge developed the theory of the five disciplines that may transform a company into a learning organization, focusing on systems thinking. The purpose of this chapter is to present different views concerning organizational learning and its main characteristics.

Organizational Knowledge

2015 ◽  
pp. 127-156
Keyword(s):  
Knowledge Transfer ◽  
Competitive Advantage ◽  
Tacit Knowledge ◽  
Organizational Knowledge ◽  
Business Development ◽  
Sustainable Competitive Advantage ◽  
Integration Process ◽  
Individual Knowledge ◽  
Ontological Dimension ◽  
The Individual

Organizational knowledge is a conceptual construct that reflects the convergence of all individual knowledge fields in an organization. That means all explicit and tacit knowledge fields, or changing the paradigm all cognitive, emotional, and spiritual individual fields of knowledge. The result of this integration process is performed in interactive and iterative modes by organizational integrators. Although there are many debates concerning the building up of organizational knowledge from the individual fields, the practice demonstrates that such a dynamic does exist and it encompass knowledge transfer processes from individuals to groups, and from groups to the whole organization. It is a synchronization between individual knowledge fields and the organizational knowledge along the ontological dimension. Organizational knowledge became a strategic resource in the last decades of business development and intelligent managers can transform it into a sustainable competitive advantage for the organization.

The Construction of Knowledge Management

2014 ◽  
pp. 89-110 ◽  
Author(s):  
Ben Tran
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Human Resources ◽  
Competitive Advantage ◽  
Learning Organization ◽  
Human Resources Management ◽  
Top Down ◽  
Construction Of Knowledge ◽  
The Relationship

A number of authors have stressed that competitive advantage through knowledge management is realized through identifying the valuable representation, organization, acquisition, creation, usage, and evolution of knowledge in its many forms that the organization knows or could know now: skills and experience of people, archives, documents, relations with clients, suppliers, and other persons and materials often contained in electronic databases. In so doing, this chapter covers the various types of knowledge, the Learning Organization (LO), and Organizational Learning (OL). This chapter also covers the history and meaning of knowledge (management), LO, and OL in terms of how all three elements are interrelated. Emphasis is placed on the relationship between LO and OL. With that said, the chapter explains why the role of knowledge transfer and human resources management is a top down approach and not a bottom up approach.

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