Unmasking the capability of strategic learning: a validation study

Abstract

Purpose -The strategic learning perspective has attracted increased interest among strategic management scholars, yet the operationalisation of this concept is still in its infancy. The aim of this study is to develop a multidimensional understanding of the strategic learning process and to build an instrument to measure this concept. Design/methodology/approach -The article confirms the validity of the developed measurement instrument with expert evaluations and quantitative data from the analysis of 206 Finnish software companies. Structural equation modelling was the primary statistical technique used. Findings -The results of the validation study suggest that strategic learning is a multidimensional construct that is manifested through the sub-processes of strategic knowledge creation, distribution, interpretation, and implementation. The results demonstrate that the reliability and validity of the developed measurement model is satisfactory, thus enabling its use in further studies. Research limitations/implications -Although the validation study and the use of a panel of expert judges present substantial support for the developed construct, future research is necessary to continue to examine and refine the measure in other industries and cultural contexts. Practical implications -Executives and practitioners can use the developed tool to identify potential areas for improvement and thus bring focus to organisational development efforts to enhance collective strategic learning. Originality/value -This study contributes to strategic management research by developing and validating a measurement method for the concept of strategic learning. To date, the empirical research of strategic learning has been mainly limited to descriptive case studies, and the literature lacks a comprehensive measurement tool.

On the Importance of Mediating Dynamic Capabilities for Ambidextrous Organizations

“…Therefore, we posit that the eagerness to learn increases with the degree of entrepreneurial orientation. In order to promote strategic learning capability, it is necessary for top management to inspire employees to take up new and risky projects with the prospect of acquiring new knowledge [66,67]. The firm, then, can implement that knowledge into its routines.…”

“…Strategic learning capability differentiates itself from other forms of learning through its dual nature, i. e., the generation of strategic knowledge and strategic change [13]. It has four dimensions, which namely are: "knowledge creation, distribution, interpretation, and implementation" [66], enabling a firm to be competitive where it is necessary to respond to rapid developments and fast diffusion of new, innovative technologies [57]. Also, it has been perceived as being highly advantageous for the development of radical innovation in the long run [63,64].…”

Relational development of a service concept: dialogue meets efficiency

“…Furthermore, in this study we integrated service blueprinting, stage-gating, and dialogical interaction, to build an efficient model for relational solution development; however, we were not able to integrate other promising theoretical ideas to our model. Future research could analyze similar relational processes from strategic learning (Crossan Lane and White, 1999;Sirén, 2012;Sirén, Kohtamäki, & Kuckertz, 2012) and boundary spanning (Carlile, 2002;Levina & Vaast, 2005) perspectives. Additionally, the design science approach we applied in this case is relatively new to marketing.…”

Strategic learning capability: through the lens of environmental jolts

“…Accordingly, strategic learning involves an organizational learning process that has mechanisms to build strategic behavior and knowledge (Kuwada, 1998;Siren, 2012;Thomas et al, 2001). The aforementioned literature (i.e.…”