ORGANIZATIONAL LEARNING AND KNOWLEDGE: FROM INDIVIDUAL TO INTERORGANIZATIONAL LEVEL

Ана Алексић Мирић

Abstract


The companies today are under constant pressure to learn continuously and to apply innovations in doing business. Technical tools and work technology are changing almost on a daily basis and unless a company adapts to these, it can easily fail to update its way of functioning and the delay can prove to be quite difficult to overcome. At the same time, the increasing role of intellectual capital as an economic resource affirms the need for a deeper understanding of the way in which intra and inter organizational learning occurs, of the mechanisms which can enhance learning and the forms it can take, as well as the ways in which it can be transferred. Organizational learning and knowledge management are relatively new concepts in the theory of organization; thus, they are areas of great debates. The aim of this paper is to provide an overview of the development of different concepts of organizational learning and knowledge respecting their complexity, to provide a summary analysis that represents the basis for the learning and knowledge in organizations and to indicate the potential ways of future research in response to the dynamics of the development of business practice and the research needs of organizational science.

Full Text:

PDF (Cрпски)

References


Alderbesti, K., (2002), A Comparative Study: The Effect of Strategic Alliance on Knowledge Creation Capabilities and Organization Climate Measures (doktorska disertacija), George Washington University.

Argote, L., Ingram, P., (2000), “Knowledge transfer: A basis for competitive advantage in firms”, Organizational Behavior and Human Decision Processes, 82 (1): 150–169; doi:10.1006/obhd.2000.2893

Argyris C., Schon D, (1985), Organizational Learning: A Theory of Action Perspective, San Francisco: Jossey – Bass.

Argyris C., Schön D, (1996), Organizational Learning II: Theory, Method and Practice, Addison-Westley Publishing Company.

Boerner, Christopher S., Macher, Jeffrey T.,Teece, David J., “A Review and Assessment of Organizational Learning in Economic Theories”, Handbook of Organizational Learning & Knowledge; (2001), p89–117, 29p.

Bonabeau, E., (2009) Decision 2.0: The Power of Collective Intelligence. MIT Sloan Management Review, 50 (2), 45–52.

Burton MR, Obel B (2004) Strategic Organizational Diagnosis and Design: The Dynamics of Fit, Springer.

Burton MR, Obel B, DeSanctis G, (2011) Organizational Design: A Step by Step Approach, Cambridge. Seciond edition.

Child J (2001) Learning Through Strategic Alliances in Handbook of Organizational Learning and Knowledge, Oxford University Press: 657–680.

Cohen, W., Levinthal, D., (1990), Absorptive Capacity: A New Perspective on Learning and Innovation, Administrative Science Quarterly, 35: 128–152. DOI: 10.2307/2393553

Cook, S., Brown, J., (1999), Bridging Epistemologies: The Generative Dance Between Organizational Knowledge and Organizational Knowing, Organization Science, Vol. 10, No. 4, July-August, pp. 381–400. Doi. http://dx.doi.org/10.1287/orsc.10.4.381

Crossan, M., Guatto, T., (1996), Organizational Learning Research Profile, Journal of Organizational Change Management, Vol. 9 No. 1: 107–112. http://dx.doi.org/10.1108/09534819610107358

Crossan, M., Lane, H., White, R., (1999), An Organizational Learning Framework: From Intuition to Institution, Academy of Management Review, Vol. 24, No 3, pp. 522–537. doi: 10.5465/AMR.1999.2202135

Cummings, J., (2001), Knowledge Transfer Across R&D Units: An Empirical Investigation Of The Factors Affecting Successful Knowledge Transfer Across Intra And Inter Organizational Units, doctoral dissertation, George Washington University, Washington DC.

Daft, R. Weick, K., (1984), Toward a Model of Organizations as Interpretation Systems, Academy of Management Review, Vol. 9, No. 2, 284–295. doi: 10.5465/AMR.1984.4277657

Daft, R, (2013), Organization Theory and Design, South-Western, Cengage Learning.

Dierkes, M., Bethoin A.A., Child, J., Nonaka, I., (2001), Handbook of Organizational Learning, Oxford University Press.

Dixon, N. (1999) The Organizational Learning Cycle: How We Can Learn Collectively, Gower Publishing, Ltd.

Fiol,C.M., Lyles, M.A., (1985), Organizational learning, Academy of Managment Review, 10 (4): 803–813. doi: 10.5465/AMR.1985.4279103

Grant, R.M., (1996), Toward a knowledge based theory of the firm, Strategic Management Journal, Vol. 17, 109–122. DOI: 10.1002/smj.4250171110

Guzzo, R.A., Shea, G.P. (1992). Group performance and intergroup relations in organisations. In M.D. Dunnette and L.M. Hough (Eds.), Handbook of Industrial and Organisational Psychology, Vol 3, (pp. 269–313). Palo Alto, CA: Consulting Psychologists Press.

Hamel, G. (1991). Competition for competence and interpartner learning within international strategic alliances. Strategic Management Journal, 12, 83–103. DOI: 10.1002/smj.4250120908

Hedberg, B., (1981), „How Organizations Learn and Unlearn”, in Starbuck, W. (Ed.), Handbook of organizational design: 3–27. New York: Oxford University Press.

Inkpen AC (1998a) Learning and knowledge acquisition through international strategic alliances. Academy of Management Executive 12(4): 69–80. doi: 10.5465/AME.1998.1333953

Inkpen AC (1998b) Learning, knowledge acquisition and strategic alliances. European Management Journal (2): 223–229(7) doi:10.1016/S0263-2373(97)00090-X

Inkpen, A.C. (2000) ‘Learning Through Joint Ventures: A Framework of Knowledge Acquisition’, Journal of Management Studies, 37(7): 1019–1043.

Inkpen A, Ramaswamy K (2006) Global Strategy: Creating and Sustaining Advantage Across Borders. Oxford University Press.

Khanna, T., Gulati, R., Nohria, N., (1998), The Dynamics of Learning Alliances: Competition, Cooperation and Relative Scope, Strategic Management Journal, Vol. 19, 193–210. DOI: 10.1002/(SICI)1097-0266(199803)19:3<193::AID-SMJ949>3.0.CO;2-C

Khanna, T., Gulati, R., Nohria, N., (1994), Alliances as Learning Races, Academy of Mangement Proceedings.

Lane P, Lubatkin M, (1998) Relative Absorptive Capacity and Inter-organizational Learning, Strategic Management Journal 19: 461–477. DOI: 10.1002/(SICI)1097-0266(199805)19:5<461::AID-SMJ953>3.0.CO;2-L

Levitt, B., March, J.G., (1988) Organizational Learning, Annual Review of Sociology, Vol. 14: 319–338 (Volume publication date August 1988), DOI: 10.1146/annurev.so.14.080188.001535

Lorange P, Roos J (1991) Why Some Strategic Alliances Succeed and Others Fail, Journal of Business Strategy, Jan-Feb: 25-30. http://dx.doi.org/10.1108/eb060095

Lyles M (2001) Organizational Learning in International Joint Ventures: The Case of Hungary, in Handbook of Organizational Learning and Knowledge, Oxford University Press: 657–680.

Lyles MA, (2014) Organizational Learning, knowledge creation, problem formulation and innovation in messy problems, European Journal of Management, 32, 132–136. doi:10.1016/j.emj.2013.05.003

Maier, G.W., Prange, C., Rosensteil, L., (2001), “Psichological Perspectives of Organizational Learning”, in Handbook of Organizational Learning and Knowledge, Oxford University Press: 14–34.

March,J.G., (1991), Exploration and Exploitation in Organizational Learning, Organization Science, Vol. 2, No. 1. http://dx.doi.org/10.1287/orsc.2.1.71

Marquardt, MJ. (2002) Building the Learning Organization: Mastering the 5 Elements of Organizational Learning. Nicholas Brealey Publishing Limited.

Miller, D., 1996, A Preliminary Typology of Organizational Learning: Synthesizing the Literature, Journal of Management, 22 (3): 485–505. doi: 10.1177/014920639602200305

Mowery DC, Oxley JE, Silverman BS (1996) Strategic alliances and interfirm knowledge transfer. Strategic Management Journal. 17(winter special issue): 77–9. DOI: 10.1002/smj.4250171108

Muthusamy SK, White MA (2006) Learning and knowledge transfer in strategic alliances: a social exchange view. Organization Studies 26(3): 415–441. doi: 10.1177/0170840605050874

Nonaka, I., (1994) A Dynamic Theory of Organizational Knowledge Creation, Organization Science, Vol, 5, No.1, 14–37.

Polanyi, M., (1966), The Tacit Dimension, London: Routledge&Kegan Paul

Shaw, R.B., & Perkins, D.N.T. (1991). The learning organization: teaching organizations to learn. Organization Development Journal, 9(4), 1–12.

Shrivastava, P. (1981). A typology of organizational learning systems. Journal of Management Studies, 20(1), 7–28. DOI: 10.1111/j.1467-6486.1983.tb00195.x

Simon, H., (1991), Bounded Rationality and Organizational Learning, Organization Science, volume 2, number 1. http://dx.doi.org/10.1287/orsc.2.1.125

Szulanski, G. (1996). Exploring internal stickiness: impediments to the transfer of best practice within the firm. Strategic Management Journal, 17 (Winter Special Issue), 27–43. DOI: 10.1002/smj.4250171105

Wong, S., (2002), Investing Collective Learning in Teams: The Context In Which It Occurs and The Collective Knowledge That Emerges From It, doctoral dissertation, Fuqua School of Business, Duke University.

Zander, U. (1991) Exploiting a Technological Edge: Voluntary and In-voluntary Dissemination of Technology. Institute of Intemational Business, Stockholm, Sweden

Zander, U., Kogut, B. Knowledge and the speed of the transfer and imitation of organizational capabilities: An empirical test, Organization Science, (6:1), 1995, pp. 76–92.

Zollo, M., Reuer, J.J., Singh, H., (2002), Interorganizational Routines and Performances in Strategic Alliances, Organization Science, Vol. 13, No. 6, November-December: 701–713. http://dx.doi.org/10.1287/orsc.13.6.701.503.


Refbacks

  • There are currently no refbacks.


Print ISSN: 0353-7919
Online ISSN: 1820-7804