Supporting and frustrating organizational learning: exploring the role of information systems in processes of organizational learning

Huysman, Marleen; Blonk, Heico van der

doi:10.1109/hicss.1998.653109

Cited by 1 publication

(2 citation statements)

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“…While individual learning skills are important, their value depends on their utilization to enhance collective learning skills through collaborative mechanisms. Huysman, Creemers, and Derksen (1998) argue that all forms of problematic organizational learning (filtered, egocentric, unbalanced, or autonomous learning) are caused by limited access to information. Therefore, Internet technologies and the new collaboration capabilities they enable increase the efficiency and effectiveness of learning processes (Alavi & Leidner, 2001;Huysman et al, 1998).…”

Section: Coordinationmentioning

confidence: 99%

“…Huysman, Creemers, and Derksen (1998) argue that all forms of problematic organizational learning (filtered, egocentric, unbalanced, or autonomous learning) are caused by limited access to information. Therefore, Internet technologies and the new collaboration capabilities they enable increase the efficiency and effectiveness of learning processes (Alavi & Leidner, 2001;Huysman et al, 1998). Based on Argyris and Schon (1978), Scott (2000) suggests that e-collaboration facilitates both lower and higher levels of learning.…”

Section: Coordinationmentioning

confidence: 99%

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Coordination, Learning, and Innovation

Fink

2007

International Journal of E-Collaboration

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This article develops an organizational view of the roles and impacts of e-collaboration. Drawing upon the dynamic capabilities perspective, e-collaboration is conceptualized as a change-oriented capability that enables a firm to identify, integrate, and apply its knowledge assets to meet competitive demands. Therefore, e-collaboration potentially has three organizational roles-coordination, learning, and innovation-that are associated with either efficiency impacts or competitive impacts. The main argument of this article is that firms in less dynamic business environments need e-collaboration for operational purposes, emphasizing the coordination role, whereas firms in high-velocity business environments need e-collaboration for strategic purposes, emphasizing the learning and innovation roles. An analysis of the way in which business environment characteristics interact with media characteristics serves to demonstrate the importance of strategic characteristics-in addition to media and task characteristics-in determining the success of e-collaboration.

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Section: Coordinationmentioning

confidence: 99%