Unmasking the capability of strategic learning: a validation study

Charlotta Agneta Sirén

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Organizational Learning and Leadership Innovation and Knowledge Management Management and Organizational Studies

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.

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References

2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.1991Firm Resources and Sustained Competitive Advantage 2004Firm resources and sustained competitive advantage 1984A resource‐based view of the firm 1991Exploration and Exploitation in Organizational Learning 1994A Dynamic Theory of Organizational Knowledge Creation 1996Sensemaking in Organizations 2007Confirmatory factor analysis for applied research

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