The evolution of organisations' search strategies for knowledge
International Journal of Information Technology and Management
International Journal of Information Systems and Change Management
A Dialogical Approach to the Creation of New Knowledge in Organizations
Organization Science
Trans-Situated Learning: Supporting a Network of Practice with an Information Infrastructure
Information Systems Research
External Learning Activities and Team Performance: A Multimethod Field Study
Organization Science
Power Asymmetry and Learning in Teams: The Moderating Role of Performance Feedback
Organization Science
An agenda for 'Green' information technology and systems research
Information and Organization
Manufacturing & Service Operations Management
Power, Status, and Learning in Organizations
Organization Science
Risks of Corporate Entrepreneurship: Autonomy and Agency Issues
Organization Science
Patterns of team processes and breakdowns in information analysis tasks
Proceedings of the ACM 2012 conference on Computer Supported Cooperative Work
Transcending Knowledge Differences in Cross-Functional Teams
Organization Science
Proceedings of the 12th International Conference on Knowledge Management and Knowledge Technologies
Manufacturing & Service Operations Management
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This paper considers the role of team learning in organizational learning. I propose that a group-level perspective provides new insight into how organizational learning is impeded, hindering effective change in response to external pressures. In contrast to previous theoretical perspectives, I suggest that organizational learning is local, interpersonal, and variegated. I present data from an exploratory study of learning processes in 12 organizational teams engaged in activities ranging from strategic planning to hands-on manufacturing of products. These qualitative data are used to investigate two components of the collective learning process--reflection to gain insight and action to produce change--and to explore how teams allow an organization to engage in both radical and incremental learning, as needed in a changing and competitive environment. I find that team members' perceptions of power and interpersonal risk affect the quality of team reflection, which has implications for their team's and their organization's ability to change.