Organizational learning and resource‐based theory: an integrative model

Ken A. Smith (School of Management, Syracuse University, Syracuse, New York, USA)
Satish P. Vasudevan (School of Management, Syracuse University, Syracuse, New York, USA)
Mohan R. Tanniru (School of Management, Syracuse University, Syracuse, New York, USA)

Journal of Organizational Change Management

ISSN: 0953-4814

Publication date: 1 December 1996

Abstract

In recent years, resource‐based theory has emerged as one of the most promising theoretical frameworks in the field of strategic management. Unfortunately, past articulations of the theory have adopted a static orientation, with the result that organizational learning ‐ a dynamic process ‐ has been excluded from the discussion. Presents a model designed to incorporate organizational learning effects into the resource‐based view. Then applies the model to a number of case examples to demonstrate the importance of including organizational learning as a component of resource‐based theory. Concludes that organizational learning is itself a strategic capability or resource important to the process of building and maintaining competitive advantage.

Keywords

Citation

Smith, K., Vasudevan, S. and Tanniru, M. (1996), "Organizational learning and resource‐based theory: an integrative model", Journal of Organizational Change Management, Vol. 9 No. 6, pp. 41-53. https://doi.org/10.1108/09534819610150512

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Publisher

:

MCB UP Ltd

Copyright © 1996, MCB UP Limited

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