Organizational learning and strategy

Bierly, Paul E.; Hämäläinen, Timo J.

doi:10.1016/0956-5221(95)00011-j

Cited by 50 publications

(27 citation statements)

References 22 publications

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“…An exact definition of strategy may not actually be fundamental, however, within the context of organizational knowledge management, specifically the knowledge that new professionals bring into companies, grasping which type of strategic understanding new managers bring into the organization is clearly of importance [15], [58], [74]. Thus, we may question whether concepts of strategy and strategic management are understood by business managers, especially the younger, the newly graduated in management.…”

Section: Introductionmentioning

confidence: 99%

Strategy and Strategic Management Concepts: Are They Recognised by Management Students?

Mainardes¹,

Ferreira²,

Raposo³

2014

E+M

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Section: Introductionmentioning

confidence: 99%

Strategy and Strategic Management Concepts: Are They Recognised by Management Students?

Mainardes¹,

Ferreira²,

Raposo³

2014

E+M

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“…However, this would represent a great loss of opportunity for the organization to learn over time. Yet it is through learning that strategy is improved [18]. Instead of resorting to compromising, each competing subjective view must be challenged to offer a logical defense of itself -for it is active and not passive participation which constitutes dialectic!…”

Section: Managerial Biases and Churchmanian Dialecticmentioning

confidence: 97%

Philosophical Requirements of a Comprehensive D.I. System for Collaborative Modeling

Acar

Druckenmiller

2011

2011 44th Hawaii International Conference on System Sciences

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This paper revisits the concept of dialectical inquiry (DI) from the perspective of collaborative modeling for collaboration engineering. It does so by integrating the recent literature with its theoretical and philosophical sources. The connection of DI and the problem framing paradigm is clarified. The paper also establishes the general requirements or desired features of an up-to-date DI system, and evaluates some current systems in light of these criteria.

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“…Continuous team learning during project execution should also be emphasized. This learning will create a feedback loop that will help refine the project strategy and make it relevant to the business and project situation (Bierly & Hamalainen, 1995; Crossan & Berdrow, 2003; Methe, Toyama, & Miyabe, 1997). In addition, the integration of economic, ecological, and social aspects to project management to create sustainability should be part of the guidelines.…”

Section: The Definition and Framework Of Project Strategymentioning

confidence: 99%

“…These guidelines help focus activities and foster behavior that will make the competitive advantage a reality. In particular, strategic focus may be reviewed during project execution, through feedback loop learning (Bierly & Hamalainen, 1995; Crossan & Berdrow, 2003; Methe et al, 1997), which will help sharpen the focus and make it relevant to the business and project situation. Ultimately, the right strategic focus should create in the project an environment of relentless pursuit of competitive advantage (Poli, 2006).…”

Section: The Definition and Framework Of Project Strategymentioning

confidence: 99%

What Project Strategy Really Is: The Fundamental Building Block in Strategic Project Management

Patanakul

Shenhar

2012

Project Management Journal

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Strategic project management is gradually becoming a popular and growing trend within the discipline of project management. The general idea is that project management teams must learn how to deal with the business aspects of their projects, as well as better support their company's business strategy and sustainability, rather than just focus on meeting traditional time, budget, and performance goals. Although this approach has been gaining popularity, strategic project management has not yet become an explicit and widely used approach in the practice of project implementation. One of the concepts mentioned as an important element is project strategy; however, no universal framework or even a clear definition of what project strategy is has so far emerged. The goal of this article is to fill in this gap and provide a useful definition and a framework for the further study and implementation of the project strategy concept. Specifically, to achieve this goal, we first look at the origins of strategy in military and business research to discuss the question of what, exactly, project strategy is; we follow this discussion with an explicit definition of a project strategy. We then outline a framework for building a dedicated project strategy document for an individual project, and show how this framework can guide the project planning and execution processes. Using a case study approach, which included an action research phase, we demonstrate how project teams can adopt the strategy concept in a natural way that would lead their project to better business results.

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Organizational learning and strategy

Cited by 50 publications

References 22 publications

Strategy and Strategic Management Concepts: Are They Recognised by Management Students?

Strategy and Strategic Management Concepts: Are They Recognised by Management Students?

Philosophical Requirements of a Comprehensive D.I. System for Collaborative Modeling

What Project Strategy Really Is: The Fundamental Building Block in Strategic Project Management

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