An Organizational Learning Framework: From Intuition to Institution

Abstract

JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org.. Academy of Management is collaborating with JSTOR to digitize, preserve and extend access to The Academy of Management Review.Although interest in organizational learning has grown dramatically in recent years, a general theory of organizational learning has remained elusive. We identify renewal of the overall enterprise as the underlying phenomenon of interest and organizational learning as a principal means to this end. With this perspective we develop a framework for the process of organizational learning, presenting organizational learning as four processes-intuiting, interpreting, integrating, and institutionalizing-linking the individual, group, and organizational levels.

Educação Corporativa e Desenvolvimento de Lideranças em Empresas Multisite

“…Diante disso, existe a necessidade de um aprendizado permanente para o desenvolvimento de competências-chave para o negócio, as quais têm como base as competências dos indivíduos (Crossan, Lane, & White, 1999;Javidan, 1998). O tradicional Treinamento e Desenvolvimento (T&D) necessita migrar para uma visão de Educação Corporativa (EC) que, de forma sucinta, pode ser definida como um conjunto de práticas educacionais que a organização promove, desse modo, visando às metas futuras e com o objetivo de desenvolver as competências críticas para o seu negócio (Eboli, 2004;Gould, 2005;Meister, 1999).…”

Culture first, customers second : the case of an organizational learning culture in a successful small business.

“…It would seem that from the work of each of these scholars that the essence of organizational learning is an organization's ability to continually adapt and improve as it moves toward its desired future. Crossan, Lane, and White's (1999) 4I Framework of Organizational Learning, described in the next section, exemplifies this philosophy within a process termed organizational renewal.…”

“…Interpretation involves the use of language in enabling individuals to name and explain intuitions that are grounded in feelings, hunches, or sensations (Crossan, et al, 1999). Until intuitions are fully clarified through interpretation, individuals cannot begin to make explicit connections among them.…”

“…It is within the context of this reality that organizations face challenges to strategic renewal. And, according to Crossan et al (1999), it is the "individuals, and the social processes and group dynamics through which they interact, that may facilitate or inhibit organizational learning" (p. 534).…”

“…Instead, Ruona and Gibson (2004) (Crossan, Lane, & White, 1999) Due to scarce resources, HRD is often informal and reactionary within small businesses. (Kuchinke, 2003) HRD can be a mechanism to support an OL culture.…”