This paper differs from previous examinations of organizational learning in that it is broader in scope and more evaluative of the literatures. Four constructs related to organizational learning knowledge acquisition, information distribution, information interpretation, and organizational memory are articulated, and the literatures related to each are described and critiqued.

The literature on knowledge acquisition is voluminous and multi-faceted, and so the knowledge acquisition construct is portrayed here as consisting of five subconstructs or subprocesses: 1 drawing on knowledge available at the organization's birth, 2 learning from experience, 3 learning by observing other organizations, 4 grafting on to itself components that possess knowledge needed but not possessed by the organization, and 5 noticing or searching for information about the organization's environment and performance. Examination of the related literatures indicates that much has been learned about learning from experience, but also that there is a lack of cumulative work and a lack of integration of work from different research groups. Similarly, much has been learned about organizational search, but there is a lack of conceptual work, and there is a lack of both cumulative work and syntheses with which to create a more mature literature. Congenital learning, vicarious learning, and grafting are information acquisition subprocesses about which relatively little has been learned.

The literature concerning information distribution is rich and mature, but an aspect of information distribution that is central to an organization's benefitting from its learning, namely how units that possess information and units that need this information can find each other quickly and with a high likelihood, is unexplored. Information interpretation, as an organizational process, rather than an individual process, requires empirical work for further advancement. Organizational memory is much in need of systematic investigation, particularly by those whose special concerns are improving organizational learning and decision making.

https://www.jstor.org/stable/pdfplus/2634941.pdf

Organizational Learning: The Contributing Processes and the Literatures

A comparative model of organizations as interpretation systems is proposed. The model describes four interpretation modes: enacting, discovering, undirected viewing, and conditioned viewing. Each mode is determined by (1) management's beliefs about the environment and (2) organizational intrusiveness. Interpretation modes are hypothesized to be associated with organizational differences in environmental scanning, equivocality reduction, strategy, and decision making.

/pdf/toward-a-model-of-organizations-as-interpretation-systems-51kzpzqxrf.pdf

Toward a Model of Organizations as Interpretation Systems

Contemporary theories of politics tend to portray politics as a reflection of society, political phenomena as the aggregate consequences of individual behavior, action as the result of choices based on calculated self-interest, history as efficient in reaching unique and appropriate outcomes, and decision making and the allocation of resources as the central foci of political life. Some recent theoretical thought in political science, however, blends elements of these theoretical styles into an older concern with institutions. This new institutionalism emphasizes the relative autonomy of political institutions, possibilities for inefficiency in history, and the importance of symbolic action to an understanding of politics. Such ideas have a reasonable empirical basis, but they are not characterized by powerful theoretical forms. Some directions for theoretical research may, however, be identified in institutionalist conceptions of political order.

/pdf/the-new-institutionalism-organizational-factors-in-political-1ys1jt7ihf.pdf

The New Institutionalism: Organizational Factors in Political Life

Based on the innovation and technological diffusion literatures, promising research questions concerning the implementation of a production and inventory control information system material requirements planning: MRP are identified and empirically examined. These questions focus on the interaction of managerial tasks with the information technology and the resulting effect on the adoption and infusion of that technology.

Using a random sample of manufacturing firms across the United States, we find that this interaction does indeed affect the adoption of MRP, though it does not seem to affect MRP infusion. These results support the notion that though rational decision models may be useful in explaining information technology adoption, political and learning models may be more useful when examining infusion.

Information technology implementation research: a technological diffusion approach

A structural equation test of the value-attitude-behavior hierarchy.

Handbook of Organizational Design

Research into the relationship between personal values and organizational phenomena has enjoyed a lengthy history. As a result, there is fair agreement among management scholars about two things: what values are and with what they vary. There are also substantial gaps in understanding, including how (if) values cause behavior and what happens to them when the individual joins an organization or enters an occupation. The authors identify some possible reasons for these gaps, having to do with the level(s) at which the values construct is conceptualized, methodological irregularities in values research, and neglect by management scholars, and discuss attendant corrective actions.

Personal Values and Management What do we Know and Why don't we Know more?

The personal values systems of 884 public- and private-sector managers are compared. From that comparison inferences are drawn regarding the ethos of each sector, and potential implications for managers are discussed. Although the personal-values systems in the two sectors are quite similar, results reflect a public-sector ethos that is significantly higher in Delayed Gratification and Self-Expansion and a private-sector ethos that is significantly higher in Competence, Personal Orientation, and Family Security. In addition, this study furthers the view that the personal-values systems of male and female managers within a given employment sector are not significantly different.

Sectoral Ethos: An Investigation of the Personal Values Systems of Female and Male Managers in the Public and Private Sectors

Patterns of employees' participation in a number of specific decisions were studied in 101 Oregon nursing homes. The inquiry concerned whether such patterns vary according to the contextual propert...

Decision-making participation patterns: the role of organizational context.

Self-selection or socialization of public- and private-sector managers?

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