Team Learning Capabilities: A Meso Model of Sustained Innovation and Superior Firm Performance

Jean-François Harvey (), Henrik Bresman () and Amy C. Edmondson ()
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Jean-François Harvey: HEC Montréal
Henrik Bresman: INSEAD
Amy C. Edmondson: Harvard Business School, Technology and Operations Management Unit

No 19-059, Harvard Business School Working Papers from Harvard Business School

Abstract: This paper complements the manager-centered analysis of dynamic capabilities with a team-based approach focused on team learning. We argue that team learning capabilities intertwine with managerial cognitive capabilities to support the processes of sensing, seizing, and reconfiguring. We draw from the literature on team learning to develop four categories based on the orientation (exploration/exploitation) and locus (internal/external) of learning in teams: reflexive, experimental, contextual, and vicarious learning. We integrate these categories into the dynamic capabilities framework to show their particular relevance at different points along the sensing-seizing-reconfiguring pathway, and assess their potential impact on innovation and strategic change. The framework contributes by adding a meso lens to research on dynamic capabilities to help scholars better understand how learning that occurs in teams may support entrepreneurial managers in enacting their cognitive capabilities in service of sustained innovation and superior firm performance.

Keywords: Dynamic capabilities; Innovation; Strategic change; Team learning (search for similar items in EconPapers)
Pages: 46 pages
Date: 2018-12
New Economics Papers: this item is included in nep-cdm, nep-ino and nep-sbm
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