scholarly journals Toward Emergent Problem Solving by Distributed Classifier Systems Based on Organizational Learning

1999 ◽  
Vol 35 (11) ◽  
pp. 1486-1495 ◽  
Author(s):  
Keiki TAKADAMA ◽  
Takao TERANO ◽  
Katsunori SHIMOHARA ◽  
Koichi HORI ◽  
Shinichi NAKASUKA
Keyword(s):  
Organizational Learning ◽  
Problem Solving ◽  
Classifier Systems

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.

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.

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

Systematic problem-solving and its antecedents: a synthesis of the literature

2020 ◽  
Vol 43 (9) ◽  
pp. 1033-1062 ◽  
Author(s):  
Matin Mohaghegh ◽  
Andrea Furlan
Keyword(s):  
Organizational Learning ◽  
Problem Solving ◽  
Integrative Model ◽  
Dual Processing ◽  
Collaborative Culture ◽  
Related Factors ◽  
Content Type ◽  
Processing Theory ◽  
Time Availability ◽  
Underlying Causes

Purpose This study aims at determining the factors that favor a systematic approach to deal with complex operational and strategic problems. Management literature on problem-solving makes a clear distinction between either fixing a problem temporarily by eliminating its symptoms or solving it by diagnosing and altering underlying causes. Adopting a cognitive perspective of the dual-processing theory, this study labels these two approaches intuitive problem-solving and systematic problem-solving (SPS). While the superior effectiveness of SPS in fostering organizational learning is widely documented, existing literature fails to provide an overview of the conditions that support the adoption of SPS. Design/methodology/approach This paper presents a systematic literature review to shed light on the main supporting factors of SPS in operational as well as strategic domains. Findings Seven supporting factors of SPS (namely, nature of the problem, time availability, information availability, collaborative culture, transformational leadership, organizational learning infrastructure and environmental dynamism) are first identified and then discussed in an integrative model. Originality/value This work is an original attempt to inclusively address organizational, environmental and problem nature-related factors that favor SPS adoption. By determining the SPS supporting factors, this study highlights why many organizations fail or struggle to implement and sustain SPS over time.

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