Organizational learning

Du Pout s experience helps to define the path-dependency of long-term corporate financial success. Long-established learned organizational capabilities function as the most durable base for maintaining competitive advantage in existing product lines. At the same time, they provide the soundest base for commercializing new ones. ... 

Air Products and Chemicals, like Rohm and Haas, remained within the boundaries of its learned organizational capabilities. More than Rohm and Haas and Hercules, it became a successful international competitor. Most noteworthy was its ability to focus its small chemical business to become a leader in a much more focused specialty chemical niche. 

Leadership examines how the organization s senior leaders address and communicate the organization s vision, mission, vedues, and performance expectations, as well as their focus on employees, customers and other stakeholders, empowerment, innovation, learning, organizational direction, and coordination of tasks. Also examined is how the organization addresses its societal responsibilities and commrmity involvement. 

Is R D s role in the business understood Are technology plans developed and broadly understood Are R D resources organized in the best way to carry out its mission Is the organizational climate assessed Does the organization have measures for success Does the organization learn Audits in place ... 

Mentor and mentee continue to meet but informally, i.e. without agendas and organizational support. They regard each other as equals, as useful soimding boards, as valuable persons in their networks and as a learning resource. 

Research Management Views on Improvement, Organizational Learning, and the Potential Contribution of IT Support... 

Present verbatim comments from recent interviews with research managers on needs for organizational learning about processes and performance, which also reveal some common attitudes toward the use of IT support and simulation tools. 

RESEARCH MANAGEMENT VIEWS ON IMPROVEMENT, ORGANIZATIONAL LEARNING, AND THE POTENTIAL CONTRIBUTION OF IT SUPPORT... 

Smith MK, Argyris C. Theories of action, double-loop learning and organizational learning. The encyclopedia of informal education, 2003 www.infed.org/ thinkers/argyris.htm. 

Issues of quality extend far beyond organizational arrangements. The analyst and the employer must both accept the equally important aspect of quality in professional skills and competences. Analysts need more help in order to learn about good laboratory practice and to work competently and professionally on a day-to-day basis within the framework of the VAM principles. This book offers analysts a new learning route to achieving these aims, and employers a convenient way to introduce quality assurance procedures. 

If a deviation is observed for the first time the control process must be able to learn from this mistake, so that different strategies of the existing theory in use can be applied to remove a deviation which re-occurs. If the same deviation does occur for a second time it indicates that the strategies didn t work, or were not implemented and that the underlying organizational values and norms must be adapted. When a deviation occurs for the third time (i.e. re-occurrence for a second time), it is a sign... 

Please note how the steering or the organizational values and norms on the next-higher level can also be questioned (second-loop learning) in Figure 31. Moreover, note that the external environment becomes increasingly important in the higher hierarchical control levels. 

Argyris C., Schon D.A., 1996. Organizational learning II theory, method, and practice, Addison-Wesley, Amsterdam. 

Levitt, B. and March, J. G. 1988. Organizational learning. Annual Review of Sociology, 14 319-340. 

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