October 13, 2004
Holmqvist(2003)
Mikael Holmqvist, "A Dynamic Model of Intra- and Interorganizational
Learning", Organization Studies, Vol.24, No.1, pp.95-123, 2003.
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This article, however, stresses the need to
cross-fertilize these two themes of organizational learning by
proposing that the two processes of intra- and interorganizational
learning are deeply interrelated. This cross-fertilization is important
in order to understand how organiztions may cope with the fundamental
organizational learning problem of addressing exploitation and
exploration. In short, organizations need to learn from experience in
two interrelated, yet disparate ways. They must create variety in
experience. This is exploration. They must create reliability in
experience. This is exploitation. Despite them appearing as opposite
extremes, exploitation and exploration must considered together in
order to accomplish a balanced attention to experience (Levinthal and
March 1993; Marengo 1993; Olsen and Peters 1996).
(pp.95-96)
The aim of this article is to outline a dynamic theory of
organizational learning within and between organizations, by proposing
a framework that integrates intraorganizational learning processes of
exploitation and exploration with interorganizational learning
processes of exploitation and exploration. This framework should be a
major contribution to existing organizaitonal learning theory that
still lacks a conceptualization of both intra- and interorganizational
learning processes.
(pp.96)
The organizational learning literature typically assumes
that organizations learn by interacting with their environments,
conceptualized in a highly general sense, where the environment for the
organization is assumed to consist of other organizations (Hedberg
1981; March and Olsen 1979).
(pp.102)
Given that an increasing number of organizations rely on
interorganizational collaborations for their adaptation and learning
(Child 2001; Doz and Hamel 1998), the focus on interlevel dynamics
between intra- and interorganizational experiential learning should be
an important one for the literature.
(pp.103)
The proposed framework in this article stresses that a more
complete understanding of how organizations learn from experience
requires an interlevel focus on dynamics between intra- and
interorganizational learning. This is to say that interactions within
and between organizations should be teh units of analysis when studying
organizational learning processes.
(pp.104)
Posted by ysk5 at October 13, 2004 10:05 PM