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  4. Learning activities, exploration and the performance of strategic activities
 
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Learning activities, exploration and the performance of strategic activities

Journal
Journal of Management
ISSN
0149-2063
ISSN-Digital
1557-1211
Type
journal article
Date Issued
2016-03
Author(s)
Walter, Jorge
Lechner, Christoph  
Kellermanns, Franz W.
DOI
10.1177/0149206313506463
Abstract (De)
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.
Language
English
Keywords
strategic initiatives
group-level organizational learning
degree of exploration
HSG Classification
None
HSG Profile Area
None
Refereed
Yes
Publisher
Sage Publ.
Publisher place
Thousand Oaks, CA
Volume
42
Number
3
Start page
769
End page
802
Pages
34
URL
https://www.alexandria.unisg.ch/handle/20.500.14171/104633
Subject(s)

business studies

Division(s)

IFB - Institute of Ma...

Eprints ID
256584

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