Sequences of Learning Types for Organizational Ambidexterity

Autor/in	Seidle, Russell J.
Titel	Sequences of Learning Types for Organizational Ambidexterity
Quelle	In: Learning Organization, 26 (2019) 4, S.381-396 (16 Seiten)Infoseite zur Zeitschrift PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	0969-6474
DOI	10.1108/TLO-06-2018-0111
Schlagwörter	Sequential Approach; Experiential Learning; Pharmacology; Industry; Organizational Change; Observation; Administrator Attitudes; Competition; Innovation; Organizational Culture + Suchen Sie Ihr Suchwort? Schrittfolge; Experiental learning; Erfahrungsorientiertes Lernen; Arzneikunde; Industrie; Organisationswandel; Beobachtung; Wettkampf; Unternehmenskultur
Abstract	Purpose: This paper aims to examine how distinct sequences of organizational learning types (experiential and vicarious) underpin processes of exploratory versus exploitative innovation. Design/methodology/approach: Data collection consists of 16 interviews conducted with senior personnel at two firms in the biopharmaceutical sector, with sequences of organizational learning types derived from the associated innovation projects. These sequences and their differential emphases on experiential or vicarious learning are used to construct a conceptual model. Propositions describe the structural differentiation and integration mechanisms useful to foster organizational ambidexterity. Findings: Technological brokering emerges as a key means by which organizations can reconcile the learning sequences underlying exploration and exploitation. For exploration, a structure incorporating cross-industry technology brokerage during the initiation and development phases of innovation is posited. For exploitation, a structure harnessing intra-industry technology brokerage during the development phase of innovation is suggested. Integration of these projects can be accomplished through cross-unit interfaces incorporating both types of brokerage roles, with emphasis on their use during implementation. Originality/value: This paper considers the ways in which organizations focus on separate types of organizational learning at different stages of the innovation process. Insights are provided into how firms mobilize internal and external knowledge to advance these projects independently, as well as to link these efforts and thereby facilitate ambidexterity. (As Provided).
Anmerkungen	Emerald Group Publishing Limited. Howard House, Wagon Lane, Bingley, West Yorkshire, BD16 1WA, UK. Tel: +44-1274-777700; Fax: +44-1274-785201; e-mail: emerald@emeraldinsight.com; Web site: http://www.emeraldinsight.com
Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2020/1/01