ERP systems as an enabler of sustained business process innovation: A knowledge-based view
The Journal of Strategic Information Systems
Organizational Knowledge Management: A Contingency Perspective
Journal of Management Information Systems
International Journal of Networking and Virtual Organisations
Learning processes in municipal broadband projects: An absorptive capacity perspective
Telecommunications Policy
Implementing e-business through organizational learning: An empirical investigation in SMEs
International Journal of Information Management: The Journal for Information Professionals
Two Heads Are Better Than One: Leveraging Web 2.0 for Business Intelligence
International Journal of Systems and Service-Oriented Engineering
International Journal of Enterprise Information Systems
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Effective organizational learning requires high absorptive capacity, which has two major elements: prior knowledge base and intensity of effort. Hyundai Motor Company, the most dynamic automobile producer in developing countries, pursued a strategy of independence in developing absorptive capacity. In its process of advancing from one phase to the next through the preparation for and acquisition, assimilation, and improvement of foreign technologies, Hyundai acquired migratory knowledge to expand its prior knowledge base and proactively constructed crises as a strategic means of intensifying its learning effort. Unlike externally evoked crises, proactively constructed internal crises present a clear performance gap, shift learning orientation from imitation to innovation, and increase the intensity of effort in organizational learning. Such crisis cons truction is an evocative and galvanizing device in the personal repertoires of proactive top managers. A similar process of opportunistic learning is also evident in other industries in Korea.