Organizational Learning: The Effects of (Network) Structure and (Individual) StrategyComputational & Mathematical Organization Theory (2008)
AbstractEarlier theoretical accounts of collective learning relied on rules and operating procedures as the organizational memory (March in Organ. Sci. 2(1):71–87, 1991; Rodan in Scand. J. Manag. 21:407–428, 2005). This paper builds on this tradition drawing on ideas from social network theory. Learning is modeled as a social-psychological process (Darr and Kurtzberg in Organ. Behav. Hum. Decis. Process. 82(1):28–44, 2000; Rulke et al. in Organ. Behav. Hum. Decis. Process. 82(1):134–149, 2000), in which organizations learn by exchanging information internally between their members (Argote et al. in Organ. Behav. Hum. Decis. Process. 82(1):1–8, 2000; Carley in Am. Soc. Rev. 56(3):331–354, 1991; Carley in Soc. Perspect. 48(4):547–571, 1995). Learning is also characterized as stochastic and creative (Gruenfeld et al. in Organ. Behav. Hum. Decis. Process. 82(1):45–59, 2000). This model is used to explore predictions about the effect social networks have on idea generation and learning and alternative strategies for choosing from whom to seek information.
Citation InformationSimon Rodan. "Organizational Learning: The Effects of (Network) Structure and (Individual) Strategy" Computational & Mathematical Organization Theory Vol. 14 Iss. 3 (2008)
Available at: http://works.bepress.com/simon_rodan/4/