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Learning organization and traditional organization
Describe the fifth discipline
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Indeed, not all external knowledge may be easily used and transformed into new artefacts. If external knowledge is easily accessible, transformable into new artefacts and exposed to many actors (such as customers and suppliers), then innovative entry may take place (Winter, 1984). On the contrary, if advanced integration capabilities are necessary (Cohen and Levinthal, 1989), the industry may be concentrated and formed of large established firms. Third, the domain relates to the degree of accessibility of knowledge (Malerba and Orsenigo,
2000), i.e. opportunities of gaining knowledge that are external to firms. Knowledge that is accessible may be internal or external to the sector. In both cases, greater accessibility of knowledge decreases industrial concentration. Another dimension states that knowledge may be also cumulative, i.e. the degree to which the generation of new knowledge builds upon current knowledge (Malerba, 2002b). He identifies three different sources of cumulativeness. The first source is learning processes and dynamic increasing returns at the technology level. The cognitive nature of learning processes and the past knowledge constrain current research, but also generate new questions and new knowledge. The second source is related to organisational capabilities.
These capabilities are firm specific and can be improved only gradually over time. They implicitly define what a firm learns and what it can hope to achieve in the future. A third source is the feedbacks from the market, such as
ʻsuccess-breeds-success’ processes. Innovative success yields profits that can be reinvested in R&D, thereby increasing the probability to innovate again.
Indeed, even if there has been a growing culture of evaluation over the ...
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...oriented predominately towards controlling rather than learning, rewarding individuals for performing for others rather than for cultivating their natural curiosity and impulse to learn.
Successful organisations encourage employee innovation as a way to produce measurable improvements in quality, quantity, and cost-effectiveness (Hale, 1996).
In The Fifth Discipline, Senge (1990a) identifies five new ʻcomponent technologies’ that he claimed were gradually converting to learning organisations – systems thinking, personal mastery, mental models, building shared vision, and team learning.
Also, as seen in the previous sub-chapter, innovation and risk taking are inseparable in a learning organisation, which Spear (1993: 14) defines as “a place of truth-seeking and speaking without fear of reprisal or judgement … a place where curiosity reigns over knowing and where exp
A business needs to look at every angle for their value chain to work and to make sure their expansion is successful. They will need to review many points to
In his analysis, Charles Fine goes on to note that as the speed of an industry accelerates, the advantage one company may gain shortens – advantages are temporary. This conclusion is somewhat intuitive since the research and development to production cycle gets s...
...n looking at the results, they found out that the learning curve was exponential. The researchers assumed that learning occurs while people study and encode material into the brain.
Learning is a cognitive process which involves generating linkages between concepts, ideas, skills elements, experiences and people. This process requires the learner to make meaning of something by creating and re-working patterns, connections and relationships. From various scientific studies, it has been proved that this cognitive process is largely premised upon mental capabilities and development of the brain (intime, 2001). For people to actualize their ideas and creativities of their minds, learning is inevitable. However, the ability to learn is dissimilar for all people- some learn faster than others. This infers the notion of learning patterns. In simple terms, learning patterns can be defined as forms through people learn.
There are a lot of factors that determines whether or not a company will be successful. These factors are usually derived from economics. One factor that I plan to focus on is scale economies or better known as economies of scale. Firms that have expanded their scale of operations to obtain economies of mass production have survived and flourished. Whereas smaller firms who have not been able to expand have usually ended up as high-cost producers. The topic discussed will be the Italian automotive industry and how it is affected by economies of scale.
Magee, S. P. (1977). Multinational corporations, the industry technology cycle and development. Journal of World Trade, 11(4), 297-321.
...ng major objectives for firms and attaining ability of balanced conflicting and demands for firm stakeholders.
...ss flexibility in accommodating buyer demands for product variety. It extends firm’s scope of activity, locking it deeper into the industry. Vertical integration poses problems of balancing capacity at each stage of value chain. It can reduce a firm’s manufacturing flexibility, lengthening design time and ability to introduce new products.
Teece, Pisano, and Shuen proposed three element capacities as vital for an association to meet new difficulties: the capacity of workers to learn rapidly and to fabricate new key resources. The coordination of these new vital resources, including ability, innovation, and client input, into organization forms; and in conclusion the change or reuse of existing resources which have deteriorated. Teece alludes to a fruitful usage of these three phases as creating "corporate readiness."
...bjectives and realize growth. Knowledge Management Knowledge management plays a key role in ensuring that the different functions and activities of a company are synchronized. In Google’s case, the purchase of Motorola (which has turned out not to have been the best business decision) probably could have been avoided if the knowledge within the company was managed and used better. Knowledge enables a company to create, recognize and distribute opportunities. When every employee of a company contributes his or her part of knowledge into the knowledge pool, it is very beneficial as it contributes to the overall success of the company. Proper application of the available knowledge in a company can offer several competitive benefits to both the company and the employees. Application of accurate knowledge at the correct situation helps a company to make good decisions.
of a firm to attain new forms of competitive advantage (Müller, 2011). It is due to these
A firm’s absorptive capacity is define as the firm’s set of organizational routines necessary to identify and use the knowledge generated in foreign markets (Cohen & Levinthal, 1990). A lot of researches identified the main components of a firm’s absorptive capacity; Lane and Koka (2006) found more than 900 academic papers which use the absorptive capacity construct. Kim (1998) defined two main elements that make up absorptive capacity: prior knowledge and intensity of efforts. The first element prior knowledge is the individual units of knowledge available within the organization. Accumulated prior knowledge increases the ability to make sense of and absorb new knowledge (Kim, 1998). The second element, the intensity of efforts is the amo...
To this organisation, every problem, difficulty or obstacle it encounters become a source of learning. It thrives on analysis, action and feedback. Similarly, it is able to forecast the future learning needs – the competencies it will require in order to have the strategic and pragmatic advantage over its competitors.
• learning is linked to different sources of knowledge that may be either internal or
In order for a firm to compete within its industry, it must plan and relate to the industry