MAKING SENSE OF STRATEGIC CHANGE: A PROBLEM OF LEARNING AND LEVELS

Abstract

A cognitive view of implementing strategic innovation sees individual learning of senior managers became organizational only when Operating Logic shifted to Innovating Logic at the operating level, which required recognition at the operating level that change was needed. Organization learning concepts extend the account, while simpler explanations of entry threat and changing division management collapse organizational cognition to top-management, directing attention away from proactive strategic innovation. The cognitive view emphasizes broader cognitive resources and participation to enable organizational learning by doing.

Citation

Jelinek, M. (2003), "MAKING SENSE OF STRATEGIC CHANGE: A PROBLEM OF LEARNING AND LEVELS", 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. 373-390. https://doi.org/10.1016/S1475-9144(03)02021-6