Examines the relationship between organizational learning and product design management while, at the same time, analysing the repercussions they may have on performance, in the Spanish ceramic tile sector. A comparative case study of four companies from this sector enabled the construction of a theoretical model, which linked the factors that facilitate organizational learning, in the context of product design management, with the activities of this practice. In this model, 14 factors are seen as being essential to the existence of organizational learning and may be divided into two groups: one related to the activities that have to do with the conceptual‐analytical phase of the product design process, and the other linked to the activities related to the creative‐technical phase. All these factors are positively associated with efficient product design management and with improved business performance.
Chiva‐Gómez, R., Camisón‐Zornoza, C. and Lapiedra‐Alcamí, R. (2003), "Organizational learning and product design management: towards a theoretical model", The Learning Organization, Vol. 10 No. 3, pp. 167-184. https://doi.org/10.1108/09696470310472480Download as .RIS
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