ORGANIZATIONAL LEARNING AND STRATEGIC CHANGE

Abstract

The commentary discusses connections between Jelinek’s analysis of strategic change and research on organizational learning. Points of convergence and divergence between the strategic change case and the organizational learning literature are identified in three areas: the role of experience in organizational learning, knowledge transfer within and between organizations, and the embedding of individual knowledge in organizational memory systems and supra-individual routines. Directions for future research are suggested.

Citation

Argote, L. (2003), "ORGANIZATIONAL LEARNING AND STRATEGIC CHANGE", Dansereau, F. and Yammarino, F.J. (Ed.) Multi-Level Issues in Organizational Behavior and Strategy (Research in Multi-Level Issues, Vol. 2), Emerald Group Publishing Limited, Leeds, pp. 351-359. https://doi.org/10.1016/S1475-9144(03)02019-8