Title: The Importance of Networks in Organizational Learning
2. Networks in Organizational Learning
3. Strategic Renewal
4. Absorption Capacity in Organizational Learning
In this essay, the author ponders the importance of learning towards organizational stability and success. The author approaches this subject starting with the importance of networks in organizational learning, then proceeds to address the manner in which mature organizations facilitate strategic renewal by accessing external resources, and then finally on the role of absorptive capacity organizational learning.
The emergence of organizational learning is the key strategic management tool aimed at providing a competitive advantage to organizations. The same advantage is observed in effective corporate performance. However, in all instances of organizational learning, the significance of networks stands out as the most convenient and holistic way of obtaining knowledge. The reason for this assertion stems out from the fact that learning is a process that is engraved in an action that is collective in nature (Lazega, 2001). In other words, through networks individuals are able to obtain information bearing different perspectives for their ultimate synthesis.
The second reason in
Strategic renewal according to Burgelman (1991) is a process that even though unplanned, leads an organization into a fundamental strategic transformation. Additionally, strategic renewal facilitates innovation, which is vital to progress, and organizational stability. Therefore, strategic renewal plays a significant role in enhancing the competitiveness of business enterprises. This is mainly because the organizations’ external and internal environment remains volatile. This calls for strategic renew in order to remain adept
Therefore, by accessing this information and distributing it across the entire organization, strategic managers are able to reduce the cost of acquisition and the cost of time engaged in sourcing for the information. This is achieved by the 4I model (Crossan, Lane and White, 1999), which outlines interpreting, intuiting, integrating, and institutionalizing as the basic drivers in the acquisition of external knowledge. Under basis, it is believed that strategic decisions depend entirely on short-term knowledge, which comes mainly from
Absorptive capacity relates
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Jones, O. 2006, Development Absorptive Capacity in Mature Organizations: The Change Agent’s Role, Manchester: Manchester Metropolitan University Business School
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Škerlavaj, M. and Dimovski, V. 2007, "Towards Network Perspective of Intra-Organizational Learning: Bridging the Gap between Acquisition and Participation Perspective.” Interdisciplinary Journal of Information, Knowledge, and Management v.2: 43-58.