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Organizational Learning and Competitive Advantage
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Organizational Learning and Competitive Advantage

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August 1996 | 240 pages | SAGE Publications Ltd
`[I}n this volume, contributors from the fields of both strategic management and organizational behaviour have been brought together to explore the relationship between organizational learning and competitive advantage.... In their editorial introduction, Edmonson and Moingeon trace changes within the fields of strategy and organizational development that have encouraged a more integrative approach. On the strategy side, the emergence of the "resource view of the firm" has drawn attention to the importance of firm-specific resources including knowledge and how it is acquired, as sources of competitive advantage. On the other hand, organizational development practitioners have become increasingly interested in relating their traditional tasks more firmly to strategic business issues and concerns. The topic of organizational learning can thus be seen as a bridge, which is the intention of this volume to begin constructing, between these two fields.... The papers presented in this book offer a rich variety of concepts, frameworks and provovative ideas on organizational learning and its strategic implications. In addition, the theoretical presentations are often supported by reports of the results of original research in a number of companies' - Management Learning

`This book takes an important first step towards integrating theories of competitive advantage and... organizational learning, a rapprochement which can come none too soon for the management practitioner' - Peter Senge, Director of the Center for Organizational Learning, MIT Sloan School of Management, USA

Organizations need to develop learning strategies to survive and develop in increasingly uncertain and changing markets. In this book, researchers from Europe and the United States explore theories of strategic management and organizational behaviour to establish a link between learning processes and competitive advantage, within a variety of organizational settings. The diverse, multidisciplinary approach takes an important step towards developing a new integrative theory of management.

Chris Argyris
Prologue
Toward a Comprehensive Theory of Management  
Amy Edmondson and Bertrand Moingeon
Introduction
Organizational Learning as a Source of Competitive Advantage  
 
PART ONE: LEARNING PROCESSES AND COMPETITIVE ADVANTAGE
Amy Edmondson and Bertrand Moingeon
When to Learn How and When to Learn Why
Appropriate Organizational Learning Processes as a Source of Competitive Advantage  
Organizational Learning Style as a Core Capability Anthony J DiBella, Edwin C Nevis and Janet M Gould
J-C Spender
Competitive Advantage from Tacit Knowledge? Unpacking the Concept and Its Strategic Implications
Philippe Baumard
Organizations in the Fog
An Investigation into the Dynamics of Knowledge  
 
PART TWO: ORGANIZATIONAL LEARNING AND STRATEGIC CAPABILITY
Ashish Nanda
Resources, Capabilities and Competencies
Rafael Andreu and Claudio Ciborra
Core Capabilities and Information Technology
An Organizational Learning Approach  
David Collis
Organizational Capability as a Source of Profit
 
PART THREE: STRATEGIC CHANGE AND ORGANIZATIONAL LEARNING
Michael Beer, Russell A Eisenstat and Ralph Biggadike
Developing an Organization Capable of Strategy Implementation and Reformulation
A Preliminary Test  
J Douglas Orton
Reorganizational Learning
Some Conceptual Tools from Weick's Model of Organizing  
James A Phills Jr
The Epistemology of Strategic Consulting
Generic Analytical Activities and Organizational Learning  

`The papers presented in this book offer a rich variety of concepts, frameworks and provacative ideas on organizational learning and its strategic implications. In addition, the theoretical presentations are often supported by reports of the results of original research in a number of companies' - Management Learning

`Organizational Learning and Competitive Advantage is a reader with truly scientific aspirations.... written by an interesting assembly of professors in Information Systems, Education, Organizational Learning, Strategic Management, Government, Technology and Operations, and Small Business Management, completed by a consultant and a manager. Just the sort of collection, one would say, needed to break through the walls of wisdom of the established management departments.... We conclude that it provides a very useful array of different conceptions of organizational learning' - Organization Studies

`An early chapter by Edmonson and Moingeon gives an interestieng case study of a firm of counsultants who added Chris Argyris to Michael Porter in their attempt to understand the behavioural and cognitive barriers to implementation of technically excellent strategies.... A chapter by Di Bella, Nevis and Gould quotes "organizational learning style is a core capability".... This chapter would provide a good basis for a serious-minded organization to review its own processes' - Alan Mumford, Industrial and Commercial Training

`[I}n this volume, contributors from the fields of both strategic management and organizational behaviour have been brought together to explore the relationship between organizational learning and competitive advantage.... In their editorial introduction, Edmonson and Moingeon trace changes within the fields of strategy and organizational development that have encouraged a more integrative approach. On the strategy side, the emergence of the "resource view of the firm" has drawn attention to the importance of firm-specific resources including knowledge and how it is acquired, as sources of competitive advantage. On the other hand, organizational development practitioners have become increasingly interested in relating their traditional tasks more firmly to strategic business issues and concerns. The topic of organizational learning can thus be seen as a bridge, which is the intention of this volume to begin constructing, between these two fields.... The papers presented in this book offer a rich variety of concepts, frameworks and provovative ideas on organizational learning and its strategic implications. In addition, the theoretical presentations are often supported by reports of the results of original research in a number of companies' - Management Learning'

The whole subject of learning is given useful and rigourous coverage in the 10 papers' - Long Range Planning

`Integrating thinking and acting is the name of the game in today's dynamic marketplace.... This book takes an important first step towards integrating theories of competitive advantage and... organizational learning, a rapprochement which can come none too soon for the management practitioner' - Peter Senge, Director of the Center for Organizational Learning, MIT Sloan School of Management, USA

`The chapters in this volume provide many important insights into how to integrate the different managerial functions and thus overcome one of the chief barriers to organizational learning' - Professor Chris Argyris, Harvard University Graduate School of Business Administration, USA

`This book, unlike many others, does not fall into the trap of simply regurgitating established ideas and theories... it is rare for a group of authors to be able to unite two paradigms: strategy and organizational learning' - Professor Bernard Ramanantsoa, Dean of HEC-Paris

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