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When to Learn How and When to Learn Why: Appropriate Organizational Learning Processes as a Source of Competitive Advantage
0 references·16 citing·53 second hopsampled
When to Learn How and When to Learn Why: Appropriate Organizational Learning Processes as a Source of Competitive Advantage (1996)When to Learn How and When to Learn Why: …Exploring the relationship between strategic performance measurement systems and managers' creativity: the mediating role of psychological empowerment and organisational learning (2017)Exploring the relationship be…The Impact of Standardization and Systematic Problem Solving on Team Member Learning and Its Implications for Developing Sustainable Continuous Improvement Capabilities (2013)The Impact of Standardization…A ‘No Blame’ Approach to Organizational Learning (2009)A ‘No Blame’ Approach to Orga…The Dynamics of Implementing and Managing Modularity of Organizational Routines During Capability Development: Insights From a Process Model (2007)The Dynamics of Implementing …New product development in Chinese SMEs (2007)New product development in Ch…Learning dynamics in the alliance development process (2007)Learning dynamics in the alli…Why learning organisations do not transform (2005)Why learning organisations do…The “soft” dimension of organizational knowledge transfer (2005)The “soft” dimension of organ…Tools for the improvement of organizational learning processes in innovation (2002)Tools for the improvement of …Management structure in multinational enterprises (2002)Management structure in multi…Is technological learning a firm core competence, when, how and why? A longitudinal, multi-industry study of firm technological learning and market performance (2002)Is technological learning a f…Crafting competitive advantage: (2001)Crafting competitive advantag…Organisational learning and innovation in the construction industry (2000)Organisational learning and i…Investigation and validation of technological learning versus market performance (2000)Investigation and validation …Understanding Business Failure: Learning and Un‐Learning From Industrial Crises (1999)Understanding Business Failur…Another look at strategy–Structure relationships: (1998)Another look at strategy–Stru…An Evolutionary Theory of Economic Change. 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  • 2002Is technological learning a firm core competence, when, how and why? A longitudinal, multi-industry study of firm technological learning and market performance114 cited
  • 2007Learning dynamics in the alliance development process100 cited
  • 2005The “soft” dimension of organizational knowledge transfer99 cited
  • 2000Organisational learning and innovation in the construction industry71 cited
  • 2002Tools for the improvement of organizational learning processes in innovation71 cited
  • 1999Understanding Business Failure: Learning and Un‐Learning From Industrial Crises61 cited
  • 2007The Dynamics of Implementing and Managing Modularity of Organizational Routines During Capability Development: Insights From a Process Model54 cited
  • 2009A ‘No Blame’ Approach to Organizational Learning52 cited
  • 2007New product development in Chinese SMEs48 cited
  • 2001Crafting competitive advantage:47 cited
  • 1998Another look at strategy–Structure relationships:46 cited
  • 2013The Impact of Standardization and Systematic Problem Solving on Team Member Learning and Its Implications for Developing Sustainable Continuous Improvement Capabilities41 cited
  • 2005Why learning organisations do not transform39 cited
  • 2017

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Exploring the relationship between strategic performance measurement systems and managers' creativity: the mediating role of psychological empowerment and organisational learning
38 cited
  • 2002Management structure in multinational enterprises38 cited
  • 2000Investigation and validation of technological learning versus market performance37 cited