Learning activities, exploration and the performance of strategic activities

Item Type Journal paper

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.

Authors Walter, Jorge; Lechner, Christoph & Kellermanns, Franz W.
Journal or Publication Title Journal of Management
Language English
Keywords strategic initiatives, group-level organizational learning, degree of exploration
Subjects business studies
HSG Classification None
HSG Profile Area None
Refereed Yes
Date March 2016
Publisher Sage Publ.
Place of Publication Thousand Oaks, CA
Volume 42
Number 3
Page Range 769-802
Number of Pages 34
ISSN 0149-2063
ISSN-Digital 1557-1211
Publisher DOI 10.1177/0149206313506463
Depositing User Prof. Dr. Christoph Lechner
Date Deposited 04 Feb 2019 09:40
Last Modified 04 Feb 2020 15:37
URI: https://www.alexandria.unisg.ch/publications/256584


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Walter, Jorge; Lechner, Christoph & Kellermanns, Franz W. (2016) Learning activities, exploration and the performance of strategic activities. Journal of Management, 42 (3). 769-802. ISSN 0149-2063


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