Organizational Learning: A Theory of Action Perspective

Argyris, Chris; Schön, Donald A.

doi:10.2307/40183951

Cited by 4,717 publications

(5,399 citation statements)

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“…In contrast to the first two areas of IOS research, studies of IOS consequences use a broad array of theories. These include the resource-based view of the firm (Barney, 1991), organizational information processing (Tushman & Nadler, 1978), resource dependence (Pfeffer & Salancik, 1978), social network theory (Powell, 1990), population ecology (Hannan & Freeman, 1989), political economy (Benson, 1975), organizational learning (Argyris & Schon, 1978), relational exchange theory (Heide, 1994), institutional theory (DiMaggio & Powell, 1983), structuration theory (Giddens, 1984), and stakeholder salience theory (Mitchell, Agle, & Wood, 1997). The relationships examined are shown in Figure 4.…”

Section: Organizational Consequences Of Ios Usementioning

confidence: 99%

Theoretical Foundations of Empirical Research on Interorganizational Systems: Assessing Past Contributions and Guiding Future Directions

Robey¹,

Im²,

Wareham³

2008

JAIS

171

196

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This paper guides the theoretical development of future research on interorganizational systems (IOS). We first assess past IOS research by reviewing and summarizing the findings of 51 empirical studies of IOS published in 11 IS journals between 1990 and 2003. This literature addresses three primary issues: (1) factors influencing organizational decisions to adopt IOS; (2) the impact of IOS on governance over economic transactions; and (3) the organizational consequences of IOS adoption. From our assessment of the findings and theoretical approaches taken in past research, we offer three recommendations for future research. First, the theoretical foundations of IOS research during this period are diverse, representing 17 different yet complementary theories. We recommend that researchers continue to diversify their theoretical approaches in order to address new research challenges. Second, we recommend that IOS researchers move beyond mere descriptions of IOS artifacts by engaging with IOS artifacts on theoretical grounds. Third, we identify and describe new theoretical directions for future IOS research in each of the main issue areas.

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Section: Organizational Consequences Of Ios Usementioning

confidence: 99%

Theoretical Foundations of Empirical Research on Interorganizational Systems: Assessing Past Contributions and Guiding Future Directions

Robey¹,

Im²,

Wareham³

2008

JAIS

171

196

View full text Add to dashboard Cite

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“…Employees and clients respond to and usually align with the formalized organizational images, structures, and processes that form a culture. Thus, efforts at organizational improvement through learning can usefully be thought of as occurring at different levels [3]. Organizational learning is precisely what sustainable systems that embed and manage knowledge and resources support.…”

Section: The Role Of Vcops In Innovation Diffusionmentioning

confidence: 99%

If we only knew what we know: principles for knowledge sharing across people, practices, and platforms

Dearing

Greene

Stewart

et al. 2011

Behav. Med. Pract. Policy Res.

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The improvement of health outcomes for both individual patients and entire populations requires improvement in the array of structures that support decisions and activities by healthcare practitioners. Yet, many gaps remain in how even sophisticated healthcare organizations manage knowledge. Here we describe the value of a trans-institutional network for identifying and capturing how-to knowledge that contributes to improved outcomes. Organizing and sharing on-the-job experience would concentrate and organize the activities of individual practitioners and subject their rapid cycle improvement testing and refinement to a form of collective intelligence for subsequent diffusion back through the network. We use the existing Cancer Research Network as an example of how a loosely structured consortium of healthcare delivery organizations could create and grow an implementation registry to foster innovation and implementation success by communicating what works, how, and which practitioners are using each innovation. We focus on the principles and parameters that could be used as a basis for infrastructure design. As experiential knowledge from across institutions builds within such a system, the system could ultimately motivate rapid learning and adoption of best practices. Implications for research about healthcare IT, invention, and organizational learning are discussed.

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“…Several policy scientists have distinguished different types of policy learning. They conceptualised trial-and-error as a mode of first-order learning (Argyris & Schon 1978) or instrumental learning, i.e. technical learning about the policy instruments and their effects (Glasbergen 1996).…”

Section: Policy Learningmentioning

confidence: 99%

“…In addition, underlines the importance of 'policy core beliefs' forming the slow-changing and underlying basis of policymaking. Therefore, besides first-order learning, developing these underlying assumptions is proposed as reflexive or second-order learning (Argyris and Schon 1978;Ven et al 1999). Second-order learning encompasses both learning about concepts and problem definitions as well as about values (cf.…”

Section: Policy Learningmentioning

confidence: 99%

Learning to shield – Policy learning in socio-technical transitions

Boon

Bakker

2016

Environmental Innovation and Societal Transitions

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The dynamics of protection in the context of socio-technical niches have remained underresearched. In this paper we conceptualise the process of policy learning in the context of transitions. We show that a variety of actors inside and outside a technological niche have to learn about the implications and effects of regulations aimed at protection of niches. We analyse this process of policy learning in two cases: high-need drugs and electric vehicles. We conclude that both regulators and the regulated need to learn about the width and depth of protection measures, their duration, the specific set of tools used, and their legitimisation. A crucial issue of implementing protective regulation is the question on what level of aggregation protection measures need to be applied. Learning is often part of the negotiation process between the protector and the protected, but in many cases learning only takes place after policies have been implemented.

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Organizational Learning: A Theory of Action Perspective

Cited by 4,717 publications

References 0 publications

Theoretical Foundations of Empirical Research on Interorganizational Systems: Assessing Past Contributions and Guiding Future Directions

Theoretical Foundations of Empirical Research on Interorganizational Systems: Assessing Past Contributions and Guiding Future Directions

If we only knew what we know: principles for knowledge sharing across people, practices, and platforms

Learning to shield – Policy learning in socio-technical transitions

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