Organizational strategic learning capability: exploring the dimensions

Abstract

How to build and enhance the strategic learning capability of an organization becomes crucial to both research and practice. This study was designed to conceptualize strategic learning capability by translating and interpreting the related literature to develop empirical dimensions that could be tested and used in a survey instrument. The resulting survey instrument included fifty-nine items that were developed through a review of the literature, a brainstorming session of HRD practitioners, and communications with experts in the field and committee members. Based on responses on a five-point performance scale, strategic learning capability items were identified and prioritized, and seven dimensions were discovered: (1) External Focus, (2) Strategic Dialogue, (3) Strategic Engagement, (4) Customer-Centric Strategy, (5) Disciplined Imagination, (6) Experiential Learning, and (7) Reflective Responsiveness.

Impact of the cognitive learning factors on sustainable organizational development

“…It guides, train and educate organizational workers about the methods and techniques used to achieve organizational goals (Hotho et al., 2015). It plays vital role in developing learning organizations, by providing a complete map and model of working, keep the work force focused, therefore chance of error remains low and workers modify their pattern of work against the standard manuals, formats and model provided by organization (Moon et al., 2017). Strategic Cognition (SC) is a cognitive process of scanning, formulating, sense-making, decision making and implementing policies and play role in the cognitive construction of the organization (Kazmi and Naaranoja, 2015).…”

“…Organizational cognition is a process or a set of processes that subsume attention, knowledge organization, decision-making and problem-solving. These processes are supported by organizational goals, environmental demands, threats and opportunities (Moon et al., 2017; Gino and Staats, 2015). It has been found that the most influencing cognitive factors of cognitive prospective are knowledge workers, leadership style and role, employees empowerment, organizational culture, organizational structure, organizational strategy, performance measurement system, training and development (Alalwan et al., 2016; Adcock, 2012; Coetzer et al., 2017).…”

Transforming I into we in organizational knowledge creation: A case study

“…Because knowledge cannot exist separately from the person who possesses it, organizational knowledge creation should be studied in terms of the intersubjectivity that emerges from members' interactions and sensemaking activities (J. S. Brown & Duguid, ). Organizational sensemaking involves creating organizational knowledge based on individuals' interpretations of their environment (Colville, Brown, & Pye, ; Maitlis & Christianson, ; Moon, Ruona, & Valentine, ). Organizational knowledge generated by sensemaking remains in the organization, even if not consciously recognized by individuals (Lien, Hung, & McLean, ).…”

Strategic learning capability: through the lens of environmental jolts

“…Organizations with dynamic capabilities can integrate, build and reconfigure internal and external competences to address rapidly changing environments (Teece et al, 1997, p. 516). Moon et al (2014) define strategic learning capability as the organization's capacity to retool rapidly to create and execute new 629 Strategic learning capability strategy through learning at the individual and system levels in response to changes and uncertainties in complex environments.…”