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.
Part 3: Strategic Change and Organizational Learning
The previous parts have shown that learning processes can lead to knowledge and capabilities that provide competitive advantage for organizations. This part focuses on the practical issues of organizational change and the implementation of new strategies. To begin, Beer, Eisenstat and Biggadike (Chapter 8) introduce a new method for implementing strategic change, ...