The transfer of cognitive skill
The transfer of cognitive skill
The persistence and transfer of learning in industrial settings
Management Science
Behind the learning curve: a sketch of the learning process
Management Science
Noise and learning in semiconductor manufacturing
Management Science
Survival-Enhancing Learning in the Manhattan Hotel Industry, 1898-1980
Management Science
Localization of Knowledge and the Mobility of Engineers in Regional Networks
Management Science
Organizational Learning: Creating, Retaining, and Transferring Knowledge
Organizational Learning: Creating, Retaining, and Transferring Knowledge
Handbook of Organizational Learning and Knowledge
Handbook of Organizational Learning and Knowledge
Mapping Strategic Knowledge
Working Knowledge: How Organizations Manage What They Know
Working Knowledge: How Organizations Manage What They Know
Prior Knowledge and the Discovery of Entrepreneurial Opportunities
Organization Science
Motivation, Knowledge Transfer, and Organizational Forms
Organization Science
Reproducing Knowledge: Replication Without Imitation at Moderate Complexity
Organization Science
Adaptation as Information Restriction: The Hot Stove Effect
Organization Science
Action and Possibility: Reconciling Dual Perspectives of Knowledge in Organizations
Organization Science
Deliberate Learning and the Evolution of Dynamic Capabilities
Organization Science
Knowing in Practice: Enacting a Collective Capability in Distributed Organizing
Organization Science
Knowledge Networks: Explaining Effective Knowledge Sharing in Multiunit Companies
Organization Science
Dialogue on Organization and Knowledge
Organization Science
The Dynamic Value of Hierarchy
Management Science
Behind the Learning Curve: Linking Learning Activities to Waste Reduction
Management Science
Cultural Conflict and Merger Failure: An Experimental Approach
Management Science
Overcoming Local Search Through Alliances and Mobility
Management Science
Into the Black Box: The Knowledge Transformation Cycle
Management Science
Re-Embedding Situatedness: The Importance of Power Relations in Learning Theory
Organization Science
Knowledge Reuse for Innovation
Management Science
Resources in Emerging Structures and Processes of Change
Organization Science
Learning to Contract: Evidence from the Personal Computer Industry
Organization Science
More Than an Answer: Information Relationships for Actionable Knowledge
Organization Science
From T-Mazes to Labyrinths: Learning from Model-Based Feedback
Management Science
Innovation and Attention to Detail in the Quality Improvement Paradigm
Management Science
Remembrance of Things Past? The Dynamics of Organizational Forgetting
Management Science
Transactive Memory Systems in Organizations: Matching Tasks, Expertise, and People
Organization Science
Distal and Local Group Learning: Performance Trade-offs and Tensions
Organization Science
Two Faces of Search: Alternative Generation and Alternative Evaluation
Organization Science
Coordinating Expertise Among Emergent Groups Responding to Disasters
Organization Science
Management Science
Transactive Memory Systems, Learning, and Learning Transfer
Organization Science
Multiple Faces of Codification: Organizational Redesign in an IT Organization
Organization Science
Mindfulness and the Quality of Organizational Attention
Organization Science
How Much Did the Liberty Shipbuilders Forget?
Management Science
Learning from Experience in Software Development: A Multilevel Analysis
Management Science
Template Use and the Effectiveness of Knowledge Transfer
Management Science
Leveraging Knowledge Across Geographic Boundaries
Organization Science
Organizational Character: On the Regeneration of Camp Poplar Grove
Organization Science
Determinants of Firms' Backward-and Forward-Looking R&D Search Behavior
Organization Science
Alliance Portfolio Internationalization and Firm Performance
Organization Science
An Empirical Study of System Improvement by Frontline Employees in Hospital Units
Manufacturing & Service Operations Management
Innovation At and Across Multiple Levels of Analysis
Organization Science
Pre-Entry Knowledge, Learning, and the Survival of New Firms
Organization Science
Experiencing the Improbable: Rare Events and Organizational Learning
Organization Science
A Dialogical Approach to the Creation of New Knowledge in Organizations
Organization Science
External Learning Activities and Team Performance: A Multimethod Field Study
Organization Science
Repeated Interactions and Contractual Detail: Identifying the Learning Effect
Organization Science
Power Asymmetry and Learning in Teams: The Moderating Role of Performance Feedback
Organization Science
Experience Spillovers Across Corporate Development Activities
Organization Science
PERSPECTIVE---Organizational Cognitive Neuroscience
Organization Science
Making Organizational Theory Work: Institutions, Occupations, and Negotiated Orders
Organization Science
Power, Status, and Learning in Organizations
Organization Science
Knowledge Collaboration in Online Communities
Organization Science
Organization Science
PERSPECTIVE---Collective Intelligence in the Organization of Science
Organization Science
Transactive directories of organizational memory: Towards a working data model
Information and Management
Manufacturing & Service Operations Management
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Organizational learning has been an important topic for the journal Organization Science and for the field. We provide a theoretical framework for analyzing organizational learning. According to the framework, organizational experience interacts with the context to create knowledge. The context is conceived as having both a latent component and an active component through which learning occurs. We also discuss current and emerging research themes related to components of our framework. Promising future research directions are identified. We hope that our perspective will stimulate future work on organizational learning and knowledge.