Understanding “Strategic Learning”: Linking Organizational Learning, Knowledge Management, and Sensemaking

James B. Thomas (), Stephanie Watts Sussman () and John C. Henderson ()
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James B. Thomas: The Pennsylvania State University, School of Information Sciences and Technology, 504 Rider Building, University Park, Pennsylvania 16803
Stephanie Watts Sussman: Case Western Reserve University, Weatherhead School of Management/MIDS, 10900 Euclid Avenue, Cleveland, Ohio 44106
John C. Henderson: Boston University, School of Management/MIS, 595 Commonwealth Avenue/546-G, Boston, Massachusetts 02215

Organization Science, 2001, vol. 12, issue 3, 331-345

Abstract: Strategic learning aims to generate learning in support of future strategic initiatives that will, in turn, foster knowledge asymmetries that can lead to differences in organizational performance. From a case study of a unique organization whose purpose is to facilitate strategic knowledge distillation, it was found that this process is characterized by targeted information gathering that relies on diverse experts for interpretation as well as validation. It also embodies the organizational capability to leverage information technologies in the distillation effort, integrating them with processes for generating, storing, and transporting rich, de-embedded knowledge across multiple levels of the organization. As a result of the case study, a model of the strategic learning is developed and a series of propositions regarding its context and processes are presented based on this model. The model highlights key dimensions of strategic learning that suggest design parameters for organizations building strategic learning systems.

Keywords: Strategic Learning; Sensemaking; Knowledge Management; Organizational Learning (search for similar items in EconPapers)
Date: 2001
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Citations: View citations in EconPapers (35)

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