Exploring the 4I framework of organisational learning in product development: value stream mapping as a facilitator

Anja Schulze · Philipp Schmitt · Mareike Heinzen · Philipp Mayrl · Daniel Arturo Heller · Roman Boutellier

29 citations0/0 files storedInternational Journal of Computer Integrated Manufacturing

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Organizational Learning and Leadership Innovation and Knowledge Management Quality and Supply Management

Abstract

Organisational learning (OL) that enhances efficiency and the continuous improvement of processes is a key objective of lean product development and has become an important principle of new product development (NPD). Therefore, it is critical for an organisation to capture individuals’ and groups’ knowledge and learning about processes, institutionalise it, and deploy it organisation-wide. Since OL is more likely to occur if it is supported systematically, NPD scholars and practitioners recognise the importance of investigating facilitators’ effect on OL. However, there is no shared understanding of OL among existing studies. This disparity makes it hard to assess, compare, and integrate prior findings into studies. Our article addresses this gap. We investigate how value stream mapping (VSM) and its implementation in NPD affect OL in development processes. Therefore, we operationalise OL on the basis of Crossan et al .'s 4I framework, which is comprehensive and widely recognised (Crossan, M., Lane, H. and White, R., 1999 Crossan, M., Lane, H. and White, R. 1999. An organizational learning framework: from intuition to institution. The Academy of Management Review, 24(3): 522–537. [Crossref], [Web of Science ®] , [Google Scholar]. An organizational learning framework: from intuition to institution. The Academy of Management Review, 24(3), 522–537). We analysed the approach to VSM and its implementation in four longitudinal, comparative case studies in the German-speaking car supplier industry. Using the 4I framework, we captured VSM's effects on the various OL dimensions. We provide valuable insights for R&D managers who seek to improve their processes and want to implement VSM.

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1984Case Study Research: Design and Methods 1991Case Study Research: Design and Methods 1991Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation 1991Organizational Learning: The Contributing Processes and the Literatures 1984Toward a Model of Organizations as Interpretation Systems 1999An Organizational Learning Framework: From Intuition to Institution 1993Collective Mind in Organizations: Heedful Interrelating on Flight Decks 1990Longitudinal Field Research on Change: Theory and Practice

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