2008
DOI: 10.1177/0021886308319717
|View full text |Cite
|
Sign up to set email alerts
|

In the Pursuit of Understanding How to Balance Lower and Higher Order Learning in Organizations

Abstract: Although a near consensus exists on the need for balancing lower and higher order learning, there is considerably less clarity about how and under which organizational conditions a balance can be achieved. From this view, this study addresses the question, What are the rules of the game that may facilitate a balance between lower and higher order learning? The findings from the study show that lower order learning is an outcome of learning from one's own experience, and higher order learning is an outcome of l… Show more

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
2
1
1
1

Citation Types

0
13
0

Year Published

2011
2011
2021
2021

Publication Types

Select...
5
4

Relationship

2
7

Authors

Journals

citations
Cited by 21 publications
(13 citation statements)
references
References 62 publications
(74 reference statements)
0
13
0
Order By: Relevance
“…Without goals, a person cannot act because action is defined as goal‐oriented behavior (Frese & Zapf, ). It is also hypothesized that reflective activities involving reviewing objectives or work processes enable the identification of beliefs or routines that should be stopped (Espedal, ).…”
Section: Introductionmentioning
confidence: 99%
“…Without goals, a person cannot act because action is defined as goal‐oriented behavior (Frese & Zapf, ). It is also hypothesized that reflective activities involving reviewing objectives or work processes enable the identification of beliefs or routines that should be stopped (Espedal, ).…”
Section: Introductionmentioning
confidence: 99%
“…Therefore, the leadership's ability to influence an organization's capacity to become more dynamic requires that the leadership devotes time to learn from one's own experience and the experience of others (Levitt and March, 1988;March, 1999). Through such learning, the leadership might discover both a need to change organizational practice and premises for new practice (Espedal, 2008).…”
Section: Why Might Discretion Be Beneficial For Adaptiveness?mentioning
confidence: 99%
“…Individuals, groups, and organizations modify their beliefs and behaviours by observing their own and others' experiences, possibly making inferences about the causes of those experiences (Levitt and March, 1988). This kind of learning is an organizational capability which shapes (a) the capacity to create value from knowledge by exploiting what they have learned from the past and from exploring new possibilities for the future (Espedal, 2006(Espedal, , 2008bMarch, 1991), (b) the conditions for detecting and correcting errors (Argyris, 1999), (c) the ability to improve collective understanding of a situation or discover unexpected consequences of previous actions (Edmondson, 1999) and (d) the absorptive capacity (Cohen and Levinthal, 1990). Within these contexts, CEO cooperative behaviour may enhance trust-building, willingness to speak up, and motivation to be mutually helpful.…”
Section: Future Researchmentioning
confidence: 99%