Organizational Learning: Effects of (Network) Structure and (Individual) Strategy
Computational & Mathematical Organization Theory, 14 (3):
222-247 (September 2008)Abstract
Earlier theoretical accounts of collective learning relied on rules and operating procedures as the organizational memory (March in Organ. Sci. 2(1):71--87, 1991; Rodan in Scand. J. Manag. 21:407--428, 2005). This paper builds on this tradition drawing on ideas from social network theory. Learning is modeled as a social-psychological process (Darr and Kurtzberg in Organ. Behav. Hum. Decis. Process. 82(1):28--44, 2000; Rulke et al. in Organ. Behav. Hum. Decis. Process. 82(1):134--149, 2000), in which organizations learn by exchanging information internally between their members (Argote et al. in Organ. Behav. Hum. Decis. Process. 82(1):1--8, 2000; Carley in Am. Soc. Rev. 56(3):331--354, 1991; Carley in Soc. Perspect. 48(4):547--571, 1995). Learning is also characterized as stochastic and creative (Gruenfeld et al. in Organ. Behav. Hum. Decis. Process. 82(1):45--59, 2000). This model is used to explore predictions about the effect social networks have on idea generation and learning and alternative strategies for choosing from whom to seek information.
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