Exploitative Learning in Inter-Organizational Projects: Evidence from Dutch Infrastructure Practices

Abstract

Purpose -How learning is facilitated in inter-organizational projects remains underdeveloped in the literature. The aim of this study is to focus on viewing the relationship between the multiple organizations in a project, from a perspective of the learning aspect.Design/Methodology/Approach -This research analyses the learning trajectory that occurred in the largest tunnel project in the Netherlands. Data were collected through archival documents, in-depth interviews, and site visits. Answering the research question will be done through inductive research.Findings -The results indicate that the most significant change that exploitative learning has led to is the change in mind-set. The learning paradox of projects does not play a factor in the learning trajectory present at the GSP project.Research Limitations/Implications -While the research was conducted in a Dutch context, it is suggested that the findings presented would align with the experiences of construction organizations in other parts of the world.Practical Implications -The findings have implications for understanding learning in practical project management. The organizations need to focus on learning initiatives on people, and not on the collection of data.Originality/Value -This research responds to the debate over the learning in projects. Learning stimulates openness and that this has positive impact om collaboration.

The impact of exploitative and organizational learnings on SMEs’ performance: The role of environmental dynamism

“…Previous research has shown that exploitative learning leads to unique SME product innovation (Chen et al, 2020;Liu et al, 2021), because ideas cannot be imitated by outsiders. Thus, the success of organizational performance is significantly influenced by optimizing existing knowledge in a stable business environment (Liu et al, 2019;Shafique et al, 2021). According to Tian et al (2021), exploitative learning is also more effective when a business has limited time to produce new items and so requires it to use existing knowledge to improve its business performance.The success of exploitative learning depends on the availability of exploitable capabilities, assets, or resources in the organization, which are under the organization's internal control (Ojha et al, 2018).…”