All organizations learn, whether they consciously choose to or not — it is a fundamental requirement for their sustained existence. Some firms deliberately advance organizational learning, developing capabilities that are consistent with their objectives; others make no focused effort and, therefore, acquire habits that are counterproductive. Nonetheless, all organizations learn.
But what does it mean that an organization learns? We can think of organizational learning as a metaphor derived from our understanding of individual learning. In fact, organizations ultimately learn via their individual members. Hence, theories of individual learning are crucial for understanding organizational learning. Psychologists have studied individual learning for decades, but they are still far from fully understanding the workings of the human mind. Likewise, the theory of organizational learning is still in its embryonic stage.1
The purpose of this paper is to build a theory about the process through which individual learning advances organizational learning. To do this, we must address the role of individual learning and memory, differentiate between levels of learning, take into account different organizational types, and specify the transfer mechanism between individual and organizational learning. This transfer is at the heart of organizational learning: the process through which individual learning becomes embedded in an organization’s memory and structure. Until now, it has received little attention and is not well understood, although a promising interaction between organization... To read the complete article, login or sign-up using the form below.
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