Summary: Organizational Learning And Strategic Renewal | Mary M Crossan

Read the summary and the most important questions on Organizational learning and strategic renewal | Mary M. Crossan

• 1 Organizataional Learning and Strategic Renewal

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• What have many researchers tried to do in the field of strategic management? What was the objective of studies in this field?

  Seek perspectives on key considerations in managing the success of the enterprise. Organizational learning is one of these considerations that is thought to enhance strategic success of a compnay.

• What are the short-commings of current research in organizatoanal learning and strategic renewal?

  * There is a too narrow conceptualization of organizational learning as it relates to strategy.

  * Organizational learning research has ignored the undercurrent of strategic reneal: tension between exploration & exploitation

  * There is a lack of emperical research.

• 2 Organizational Learning and Strategy

• Why would Organizational Learning potentially be beneficial to Strategy research?

  Strategy research has shortcommings such as an overly analytical orientation, top management biaos and a lack of attention to action and learning. Also, it tends to neglect the elements that lead to the creation of strategies. Organizational learning has a focus on process and therefore be a nice additive to the literature of strategy.

• Why has organizational learning so far been disconnected from the strategy literature?

  Attemps to link the domains have been hindered by shortcommings. It is a pity, since organizational learning may be the only competitive advantage (DeGeus, 1988)

• Why is a too narrow perspective a short comming in the literature on strategy and organizational learning?

  To limit the view of organizational learning to either emergent, happenstance, trail-and-error perspective or a more rational choice and decision-making perspective is to restrict what organizational learning has to offer stratgy.

• Why is a failture to adress the fundamental tension of strategic renewal a shortcomming in the current literature?

  There is a an overarching tension created when firms develop new competencies (explorating) while exploiting the existing ones.  

  Studies do not give an insight in the process of strategic renewal (apart from telling that it tends to be a long-drawn-out process). 

  Organizational learning often remains a "Black Box". 

• 3 The 4I organizational learning framework

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• Why are the authors using the 4I framework?

  It is comprehensive on organizational learning and captures the tension between exploitation and exploration. Because there has not been an empirical examination of it, the authors will add that.

  The 4I framework:

  - recognizes the tension between assimilating new learning (exploration) and using what has already been learned (exploitation)

  - examines three levels of learning (individual, group and organizational) and the relationship amongst the levels

  - indentifies processes that link the levels

  - links these processes to strategic renewal

  - recongizes that organizational learning involves an interaction between cognition and action

• How does the 4I framework work?

  four micro-processes (intuiting, interpreting, integrating and institutionalizing) serve to link three levels of analysis and define larning within organizations.

• Which micro-processes occur in what level?

  - intuiting and interpreting occur at individual level

  - interpreting and integrating happen at group level

  - integrating and institutionalizing happen at organizatoinal level.

• Why is studying the processes of Org Learning at an organizationals level interesting and important?

  The organizational level is where we wfind stores of knowledge and learning in nonhuman elements as structure,s ystems, procedures, routines and straegy. It shows the importance of aligning these nonhuman elements with the competitive environment.