Strategy and organization for organizational learning: A case analysis of large opera houses

Abstract

Living art organizations present a special interest in research stressing cognitive processes and development of intangible resources like knowledge and capabilities. In living art organizations, production processes like rehearsals and tunings whose goals are to develop both tacit and tangible capabilities are readily observable and have undeniable effects on performance quality, revenues, and costs. The observations of four opera houses support the conjecture that strategy and organizations could be preconditions for learning.

Citation

Tarondeau, J.-C. (2008), "Strategy and organization for organizational learning: A case analysis of large opera houses", Heene, A., Martens, R. and Sanchez, R. (Ed.) Advances in Applied Business Strategy (Advances in Applied Business Strategy, Vol. 10), Emerald Group Publishing Limited, Leeds, pp. 55-74. https://doi.org/10.1016/S0749-6826(07)10003-2