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Differentiating knowledge processes in organizational learning: a case of “two solitudes”

Siu Loon Hoe (Business School, University of Western Australia)
Steven McShane (Winthrop Professor of Management, Business School, University of Western Australia)

International Journal of Organization Theory & Behavior

ISSN: 1093-4537

Article publication date: 1 March 2010

53

Abstract

The fields of organizational behavior (OB)/strategy and marketing have taken different paths over the past two decades to understanding organizational learning. OB/strategy has been pre-occupied with theory development and case study illustrations, whereas marketing has taken a highly quantitative path. Although relying on essentially the same foundation theory, the two disciplines have had minimal crossfertilization. Furthermore, both fields tend to blur or usually ignore the distinction between structural and informal knowledge processes. The purpose of the paper is to highlight the distinction between informal and structural knowledge acquisition and dissemination processes and propose new definitions to differentiate them. Future research should bring together cross-disciplinary studies from OB/strategy and marketing to develop an organizational learning framework to test structural knowledge processes alongside informal knowledge processes.

Citation

Hoe, S.L. and McShane, S. (2010), "Differentiating knowledge processes in organizational learning: a case of “two solitudes”", International Journal of Organization Theory & Behavior, Vol. 13 No. 2, pp. 149-168. https://doi.org/10.1108/IJOTB-13-02-2010-B001

Publisher

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Emerald Publishing Limited

Copyright © 2010 by Pracademics Press

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