Introduction

Martha A. Gephart and Victoria J. Marsick
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Martha A. Gephart: Columbia University
Victoria J. Marsick: Columbia University

Chapter 1 in Strategic Organizational Learning, 2016, pp 1-6 from Springer

Abstract: Abstract Organizations can catalyze innovation and sustain performance by understanding learning as an enabling strategic resource. Learning alone is not enough to drive innovation and sustain performance. Changes in the organization are also needed to leverage system dynamics. Strategic organizational learning has become increasingly important to leverage performance in support of strategy development and execution. Because such learning often requires whole system learning and change, there is no one best or right way to leverage learning. Different practices may lead to the same outcome and similar practices may lead to different outcomes. The underlying dynamics of such learning are key to success—not simple adoption of one or other practice. In Chap. 2 we introduce our model, Strategic Leverage through Learning © , and then present overviews of the in-depth cases of learning and change in Chaps. 3 – 8 . In Chap. 9 , we summarize system dynamics for each case and highlight cross-case system dynamics. In Chap. 10 , we discuss ways that we have used our model and instruments in partnership with organizations to address their challenges. We also propose ways that other organizations can use our model and approach.

Keywords: Autism Spectrum Disorder; Knowledge Sharing; Organizational Learning; Strategic Goal; Orient Strand Board (search for similar items in EconPapers)
Date: 2016
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Persistent link: https://EconPapers.repec.org/RePEc:spr:mgmchp:978-3-662-48642-9_1

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DOI: 10.1007/978-3-662-48642-9_1

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