Learning Activities, Exploration, and the Performance of Strategic Initiatives

Journal of Management - Tập 42 Số 3 - Trang 769-802 - 2016
Jorge Walter1, Christoph Lechner2, Franz W. Kellermanns3,4
1The George Washington University
2University of St. Gallen
3University of North Carolina at Charlotte
4WHU–Otto Beisheim School of Management

Tóm tắt

This study examines the contingent effect of the degree of exploration characterizing strategic initiatives on the relationship between group-level organizational learning activities (i.e., searching, processing, codifying, and practicing) and the performance of strategic initiatives. Results from a sample of 96 strategic initiatives conducted by three large European insurance corporations provide broad, albeit not unanimous, support for our prediction that the four learning activities are more beneficial when the degree of exploration is high. Moreover, for initiatives with lower degrees of exploration, we found no significant association of searching, processing, codifying, or practicing with initiative performance. These findings suggest that effective organizational learning depends not only on investments in learning activities, but also on the alignment between these investments and the degree of exploration inherent in the learning task.

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Journal of Management

Tập 42 Số 3

769-802

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