Learning from the future as a novel paradigm for integrating organizational learning and innovation

Abstract

Purpose The purpose of this paper is to challenge processes of organizational learning and innovation that are based on making use of, extrapolating, or adapting past experiences and knowledge, because such a strategy turns out to be incapable of dealing with the challenges of today’s volatile, uncertain, complex and ambiguous environment. As a possible way out, a conceptual model is proposed that integrates organizational learning and innovation as a future-driven learning process and a future-making practice. Design/methodology/approach This work is conceptual in nature, drawing on (both theoretical/philosophical and empirical) interdisciplinary concepts and evidence from a variety of fields, including organizational studies, organizational learning, innovation studies, systems theory and systems biology, as well as cognitive science. Findings The author proposes a paradigm shift in organizational learning: from a future-oriented perspective, organizational learning can be viewed as an innovation process that is based on “learning from the future as it emerges.” A conceptual approach is presented that integrates future-oriented innovation and organizational learning as a future-making practice. It is based on learning from future potentials as a source for sustainable innovations. Both epistemological/ontological foundations and organizational implications are discussed. Originality/value This paper introduces a new perspective on the role of future-oriented innovation in the context of organizational learning. It shows how organizational learning and innovation can be integrated and how shortcomings of absorptive capacity can be overcome by assuming a future-driven perspective. Furthermore, an epistemology of future knowledge/potentials and its applications for organizations is developed.

Means to improve organizational learning capability

“…The answer might lie in new processes and capabilities, as suggested by Peschl (2022). He suggests looking at future possibilities and opportunities by engaging in scenario planning.…”

“…In this way, the scenarios that are developed can provide different perspectives on the future that can form the basis for further action, as well as dialog and learning. In this way, practitioners should abandon the practice of predicting and controlling the present and future and accept the approach of “learning from the future” (Peschl, 2022) and actively shaping it. In this way, the organization and its members discover something latent that is still emerging or not yet realized, in short, it is “not yet.”…”

“…In this special issue titled "Learning organization, organizational learning and innovation: new and critical perspectives," we have combined papers that link learning organizations, organizational learning and innovation from new perspectives and discussed ways and means to improve organizational learning capability. In this regard, Peschl (2022) explored learning from the future as a new paradigm for integrating organizational learning and innovation and suggested strengthening absorptive capacity to stimulate organizational learning or, in other words, to learn from the emerging future and cocreate it. Domínguez-Escrig, Mall en Broch, Chiva, & Lapiedra Alcamí (2022) examined the role of authentic leadership in organizational performance by promoting organizational learning capability.…”

Spiritual Knowledge Management: Proposing a new approach and defining a Research Agenda

“…Scharmer, 2009). Learning from the future has been studied by various researchers in recent years (Peschl, 2022), (Peschl, 2019), (C. O. Scharmer, 2009), (Grisold, Kaiser, & Hafner, 2017), (Kaiser, Kragulj, Grisold, & Walser, 2016), , and all these authors have shown that self-transcending knowledge plays an important role.…”

Untitled

“…Agility and utilization of emerging informational technologies are defined as effective strategies for navigating the challenges, posed by the VUCA world. According to Peschl (2023), events of the VUCA environment are the triggers for learning and (radical) transformations that are necessary for organizational success. Therefore, he poses, it is "not sufficient to have only well-established stimulus-response patterns/routines in place".…”