Crossan, Lane and White (1999) presented a model of organizational learning that includes intuiting, interpreting, integrating and institutionalizing processes. Organizational learning studies that have followed Crossan, Lane and White’s 1999 4I framework have explored and elaborated on the initial three processes of organizational learning. Theses studies however, have not fully elaborated on ...

as an applied research, this study has used structural equations to examine the relationship between networkability, organizational learning and open innovation in order to assess the significance of relationships between variables in smes in the province of tehran. the statistical community of this study is the managers of smes in the province of tehran, but because of the vast geographical ar...

This paper investigates to what extent organizational performing and learning actions can be measured. The study is grounded in Talcott Parson’s theory of social action systems which provides a theoretical and empirical foundation for organizational theorists to enhance their understanding of constructs such as organizational effectiveness, organizational change, organizational learning, and or...

BACKGROUND Today, the concept of organizational learning has attracted the attention of many managers and researchers in scientific and research circles as well as those in the organization-related studies. Taking the organizational learning into account might offer a means of organizational effectiveness that has gone unnoticed. Thus the present study aimed at investigating the relationship be...

This study investigates the relationships among product/process modularity, organizational learning practices, and mass customization (MC) capability. Drawing on organizational learning theory, we propose that organizational learning practices help to embed the knowledge gained from modular design practices into organizational processes, enhancing MC capability. We empirically test the mediatin...