The Concept of Learning in the Strategy Field

Abstract

This article begins by looking at how the concept of learning has informed our understanding of competitiveness. It then goes on to examine the fresh perspective that the notion of learning opens up on the traditional concerns of corporate strategy, diversification and vertical integration, and on the link between strategy and structure. Next, the association between learning and innovation is discussed. The final part of the review concentrates on the promise that the concept of learning appears to hold as a model for the strategy process itself and the advantages that it offers over more traditional planning and decision making approaches. The article concludes on a cautionary note, warning against the tendency to see learning as inherently virtuous and apolitical, and critically assessing the issues, challenges and implications that still face us in working with the concept in the strategy field, despite its early impact and current promise.

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