This Article Full Text (PDF) References Alert me when this article is cited Alert me if a correction is posted Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Download to citation manager Citing Articles Citing Articles via HighWire Citing Articles via Google Scholar Google Scholar Articles by Thomas, J. B. Articles by Henderson, J. C. Search for Related Content

Understanding "Strategic Learning": Linking Organizational Learning, Knowledge Management, and Sensemaking

The Pennsylvania State University, School of Information Sciences and Technology, 504 Rider Building, University Park, Pennsylvania 16803
Case Western Reserve University, Weatherhead School of Management/MIDS, 10900 Euclid Avenue, Cleveland, Ohio 44106
Boston University, School of Management/MIS, 595 Commonwealth Avenue/546-G, Boston, Massachusetts 02215
jthomas{at}ist.psu.edu
sws4{at}po.cwru.edu
jchender{at}bu.edu

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.

Key Words: Strategic Learning; Sensemaking; Knowledge Management; Organizational Learning

This article has been cited by other articles:

				T. N. Garavan and A. McCarthy Collective Learning Processes and Human Resource Development Advances in Developing Human Resources, August 1, 2008; 10(4): 451 - 471. [Abstract] [PDF]

				R.-L. Hsiao, S. D.-H. Tsai, and C.-F. Lee The Problems of Embeddedness: Knowledge Transfer, Coordination and Reuse in Information Systems Organization Studies, September 1, 2006; 27(9): 1289 - 1317. [Abstract] [PDF]

				E. Naveh, O. Meilich, and A. Marcus The effects of administrative innovation implementation on performance: an organizational learning approach Strategic Organization, August 1, 2006; 4(3): 275 - 302. [Abstract] [PDF]

				V. Ambrosini and C. Bowman Reducing Causal Ambiguity to Facilitate Strategic Learning Management Learning, December 1, 2005; 36(4): 493 - 512. [Abstract] [PDF]

				R. Chiva and J. Alegre Organizational Learning and Organizational Knowledge: Towards the Integration of Two Approaches Management Learning, March 1, 2005; 36(1): 49 - 68. [Abstract] [PDF]

				F. Allard-Poesi The Paradox of Sensemaking in Organizational Analysis Organization, March 1, 2005; 12(2): 169 - 196. [Abstract] [PDF]

				F. Tell What Do Organizations Know? Dynamics of Justification Contexts in R&D Activities Organization, July 1, 2004; 11(4): 443 - 471. [Abstract] [PDF]

				B. Yang Toward a Holistic Theory of Knowledge and Adult Learning Human Resource Development Review, June 1, 2003; 2(2): 106 - 129. [Abstract] [PDF]