Organizational Learning and Competitive Advantage
Publication Year: 1996
In this volume, contributors from the fields of both strategic management and organizational behaviour have been brought together to explore the relationship between organizational learning and competitive advantage.... In their editorial introduction, Edmonson and Moingeon trace changes within the fields of strategy and organizational development that have encouraged a more integrative approach. On the strategy side, the emergence of the "resource view of the firm" has drawn attention to the importance of firm-specific resources including knowledge and how it is acquired, as sources of competitive advantage.
- Front Matter
- Subject Index
- Prologue: Toward a Comprehensive Theory of Management
- Introduction: Organizational Learning as a Source of Competitive Advantage
- Chapter 1: When to Learn How and When to Learn Why: Appropriate Organizational Learning Processes as a Source of Competitive Advantage
- Chapter 2: Organizational Learning Style as a Core Capability
- Chapter 3: Competitive Advantage from Tacit Knowledge? Unpacking the Concept and Its Strategic Implications
- Chapter 4: Organizations in the Fog: An Investigation into the Dynamics of Knowledge
- Chapter 5: Resources, Capabilities and Competencies
- Chapter 6: Core Capabilities and Information Technology: An Organizational Learning Approach
- Chapter 7: Organizational Capability as a Source of Profit
- Chapter 8: Developing an Organization Capable of Strategy Implementation and Reformulation: A Preliminary Test
- Chapter 9: Reorganizational Learning: Some Conceptual Tools from Weick's Model of Organizing
- Chapter 10: The Epistemology of Strategic Consulting: Generic Analytical Activities and Organizational Learning
Prologue © Chris Argyris 1996
Editorial Matter, Introduction and Chapter 1 © Amy Edmondson and Bertrand Moingeon 1996
Chapter 2 © Anthony J. DiBella, Edwin C. Nevis and Janet M. Gould 1996
Chapter 3 © J.C. Spender 1996
Chapter 4 © Philippe Baumard 1996
Chapter 5 © Ashish Nanda 1996
Chapter 6 © Rafael Andreu andd Claudio Ciborra 1996
Chapter 7 © David Collis 1996
Chapter 8 © Michael Beer, Russell A. Eisenstat and Ralph Biggadike 1966
Chapter 9 © J. Douglas Orton 1996
Chapter 10 © James A. Phills Jr 1996
First published 1996
All rights reserved. No part of this publication may be reproduced, stored in a retrievall system, transmitted or utilized in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without permission in writing from the Publishers.
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British Library Cataloguing in Publication data
A catalogue record for this book is available from the British Library.
ISBN 0 7619 5166 0
ISBN 0 7619 5167 9 (pbk)
Library of Congress catalog card number 96-069126
Typeset by Photoprint, Torquay
Printed in Great Britain by Biddles Ltd. Guildford, Surrey
Notes on the Contributors[Page vii]
Rafael Andreu is Professor of Information Systems at IESE, Barcelona. He holds a Doctor's degree from UPC and a PhD in management from the Massachusetts Institute of Technology. He has written articles in leading journals and is co-author of the book Information Systems Strategic Planning: A Source of Competitive Advantage.
Chris Argyris is James Bryant Conant Professor of Education and Organizational Behavior in the graduate schools of Business and Education at Harvard University. He has also served as a faculty member and chairperson of the Administrative Sciences Department at Yale University. With Donald Schön of MIT, he has developed a theory of individual and organizational learning that sets the standard for depth of insight and focus on action. He is author of thirty books and three hundred articles.
Philippe Baumard is Assistant Professor at the University of Paris-XII and Lecturer in Strategic Management at the École des Hautes Études Commerciales (HEC). He holds an MSc in economics (University of Aixen-Provence) and a PhD in management (University of Paris-Dauphine), and has published three books about knowledge and competitiveness and is currently publishing a fourth. Philippe was a Visiting Scholar with New York University (1993–1994).
Michael Beer is Professor of Business Administration at the Harvard Business School, where his research and teaching have been in the areas of organization effectiveness, human resource management, and organization change. He received a PhD in organizational psychology and business from Ohio State University. Prior to joining the Harvard faculty, Mike was Director of Organization Research and Development at Corning Glass Works. Mike Beer has authored or co-authored several books and many articles.
E. Ralph Biggadike is Vice-President of Strategic Management at Becton Dickinson and Company. Formerly, he was Group President in charge of the company's drug delivery business. Prior to joining Becton Dickinson, he was Paul M. Hammaker Professor at the Darden Graduate School of Business Administration, University of Virginia, where he headed the Business Policy and Political Economy area.
Claudio Ciborra is Professor and Head of MIS and Organization Department at Theseus Institute and Associate Professor of Information Systems and Economics at the University of Bologna, School of Political Sciences. [Page viii]He received his degree in engineering at the Politecnico of Milan. He has been Visiting Professor at the University of Aarhus and NYU Stern School of Business Administration.
David Collis is an Associate Professor in the Business, Government and Competition area at the Harvard Graduate School of Business Administration. He is an expert on global competition and corporate strategy. His work has recently been published in the Harvard Business Review, Strategic Management Journal, European Management Journal, and in several books. He graduated as a Baker Scholar from Harvard Business School, MBA, and received a PhD in business economics from Harvard University, where he was a Dean's Doctoral Fellow.
Anthony J. DiBella holds a PhD in management from the MIT Sloan School of Management where he is a Visiting Scholar in the Center for Organizational Learning. His applied research and consultation focus on the interplay of culture, change and learning in organizations. Dr DiBella has conducted fieldwork worldwide and consulted for many companies, including AT&T, EDF, Exxon Chemical, and Fiat.
Amy Edmondson is an Assistant Professor in the Technology and Operations Management group at the Harvard Business School. She received her PhD in Organizational Behavior from Harvard University. Her current research explores organizational learning and work team effectiveness, and she has published both empirical and theoretical articles in scholarly journals. Previously she was Chief Engineer to the late architect and inventor, Buckminster Fuller, and author of a book about Fuller's mathematical ideas, entitled A Fuller Explanation: The Synergetic Geometry of Buckminster Fuller.
Russell A. Eisenstat is an independent consultant specializing in the mnanagement of large scale organizational change and innovation, strategic human resource management and strategy implementation. His prior work experience includes six years on the faculty of the Harvard Graduate School of Business Administration. Dr Eisenstat received his PhD in organizational psychology from Yale University, and his BA from Harvard University.
Janet M. Gould is Director of the Organizations as Learning Systems Project at the MIT Center for Organizational Learning and co-founder of GKA Associates, an INC 500 consulting company. Her research focuses on managers' understanding of complex systems and the transfer of learning. Ms Gould is an Associate Editor of Systems Dynamics Review and a Vice-President for the Systems Dynamic Society.
Bertrand Moingeon is an Associate Professor in the Strategic Management Department at the HEC Graduate School of Management – Paris. He [Page ix]received a postgraduate diploma in strategy and management (HEC Doctoral Program), a PhD in sociology from Besançon University, and a postdoctoral diploma in management (Aix-Marseille University). He is the author of several publications in the area of socio-economics, strategic management and organizational learning. In 1994, he was a Visiting Research Scholar at the Harvard Business School.
Ashish Nanda is an Assistant Professor at the Harvard Business School. He teaches courses in general management, administrative theory and joint ventures. He received a BTech in electrical engineering from the Indian Institute of Technology and a postgraduate diploma in management from the Indian Institute of Management. He was awarded a PhD in business economics from Harvard University in 1993. He has written numerous monographs, articles, case studies and teaching notes at Harvard.
Edwin C. Nevis recently retired from the MIT Sloan School of Management, where he was a faculty member in the Organization Studies Group, Director of the Program for Senior Executives, and a member of the Center for Organizational Learning. He has also practiced organizational consulting for forty years. His newest book, published in April 1996, is entitled Intentional Revolutions: A Seven-Point Strategy for Transforming Organizations.
James A. Phills Jr is an Assistant Professor at Yale University's School of Management, and received the Yale Alumni Association Award for excellence in teaching in 1995. His research focuses on strategic change and organizational learning. Phills received his PhD in organizational behavior from Harvard University. He has consulted to a wide array of organizations for over ten years and has written extensively about the consulting process and the development of client-consultant relationships.
J. Douglas Orton is an Assistant Professor in the Strategic Management Department at the HEC Graduate School of Management – Paris. His 1994 dissertation at the University of Michigan was an analysis of reorganization decision processes in the 1976 reorganization of the US intelligence community. At HEC he teaches courses in strategy, strategic redesign and organization theory, and recently received a grant from the HEC Foundation to study the 1996 reorganization of US intelligence.
J.-C. Spender is Professor of Strategy, Chair of Enterprise and Small Business and the Director of the Rutgers Center for International Business Education and Research. He studied engineering at Oxford, worked in the nuclear engineering and computer fields before doing his PhD in strategy at Manchester (UK). He has taught on four continents and has published three books.[Page x]