Access the full text.
Sign up today, get DeepDyve free for 14 days.
Loading next page...
/lp/emerald-publishing/dynamic-learning-capability-and-actionable-knowledge-creation-clinical-00nfo7AG8N
References (41)
-
P. Yeoh, Kendall Roth (1999)
An empirical analysis of sustained advantage in the U.S. pharmaceutical industry: impact of firm resources and capabilitiesStrategic Management Journal, 20
-
A. Dibella, E. Nevis (1997)
How Organizations Learn: An Integrated Strategy for Building Learning Capability -
S. Chaiklin, J. Lave (1996)
Understanding Practice: Perspectives on Activity and Context -
P. Senge (1991)
The fifth discipline : the art and practice of the learning organization/ Peter M. Senge -
E. Nevis, A. Dibella, Janet Gould (1995)
Understanding Organizations as Learning SystemsSloan Management Review, 36
-
K. Weick (1989)
Theory Construction as Disciplined ImaginationAcademy of Management Review, 14
-
R. Amit, P. Schoemaker (1993)
Strategic assets and organizational rentSouthern Medical Journal, 14
-
10.1002/smj.4250131009
-
Environments: Organizational Capability as Knowledge Integration -
John Kimberly (1979)
Issues in the creation of organizations: initiation, innovation, and institutionalization.Academy of Management journal. Academy of Management, 22 3
-
10.2307/255737
-
Dorothy Leonard-Barton (1992)
Core capabilities and core rigidities: A paradox in managing new product development: Strategic Management Journal, 13, 111–125 (Summer 1992)Long Range Planning, 26
-
10.1002/smj.4250151006
-
10.1287/orsc.7.4.375
-
J. Bartunek, M. Louis (1996)
Insider/outsider team research -
N. Adler, R. Shani (2001)
In search of an alternative framework for the creation of actionable knowledge: Table-tennis research at Ericsson, 13
-
U. Zander, B. Kogut (1995)
Knowledge and the Speed of the Transfer and Imitation of Organizational Capabilities: An Empirical TestOrganization Science, 6
-
I. Nonaka, H. Takeuchi (1995)
The Knowledge-Creating Company: How -
D. Schoen (1983)
The Reflective Practitioner -
G. Krogh, K. Ichijo, I. Nonaka (2000)
Enabling Knowledge Creation -
G. Stalk, P. Evans, L. Shulman (1992)
Competing on capabilities: the new rules of corporate strategy.Harvard business review, 70 2
-
I. Nonaka, N. Konno (1998)
The Concept of “Ba”: Building a Foundation for Knowledge CreationCalifornia Management Review, 40
-
M. Beer, R. Eisenstat (1996)
Developing an Organization Capable of Implementing Strategy and LearningHuman Relations, 49
-
K. Weick (2021)
FROM SENSEMAKING IN ORGANIZATIONSThe New Economic Sociology
-
D. Teece (1998)
Capturing Value from Knowledge Assets: The New Economy, Markets for Know-How, and Intangible AssetsCalifornia Management Review, 40
-
W. Chua, Chris Poullaos (1998)
The dynamics of "closure" amidst the construction of market, profession, empire and nationhood: An historical analysis of an Australian accounting association, 1886-1903Accounting Organizations and Society, 23
-
G. Krogh (1998)
Care in Knowledge CreationCalifornia Management Review, 40
-
P. Baumard (1999)
Tacit Knowledge in Organizations -
G. Lynn (1998)
New Product Team Learning: Developing and Profiting from Your Knowledge CapitalCalifornia Management Review, 40
-
Christiane Prange (1997)
Organizational Learning. Desperately Seeking TheoryResearch Papers in Economics
-
A. Nanda (1996)
Resources, Capabilities and Competencies -
D. Greenwood, C. Argyris, Donald Schön (1995)
Organizational Learning II: Theory, Method, and Practice -
W. Pasmore, F. Friedlander (1982)
An Action-Research Program for Increasing Employee Involvement in Problem Solving.Administrative Science Quarterly, 27
-
F. Blackler (1995)
Knowledge, Knowledge Work and Organizations: An Overview and InterpretationOrganization Studies, 16
-
L. Prusak, Don Cohen (1998)
Chapter 10 – Knowledge Buyers, Sellers, and Brokers: The Political Economy of Knowledge -
P. Roberts (1999)
Product innovation, product–market competition and persistent profitability in the U.S. pharmaceutical industryStrategic Management Journal, 20
-
K. Lewin (1946)
Action Research and Minority ProblemsJournal of Social Issues, 2
-
David Collis (1994)
Research Note: How Valuable are Organizational Capabilities?Southern Medical Journal, 15
-
M. Polanyi (1959)
Personal Knowledge: Towards a post-critical philosophy -
K. Kusunoki, I. Nonaka, A. Nagata (1998)
Organizational Capabilities in Product Development of Japanese Firms: a Conceptual Framework and Empirical FindingsOrganization Science, 9
-
G. Pisano (1996)
The Development Factory: Unlocking the Potential of Process Innovation
- Publisher
- Emerald Publishing
- Copyright
- Copyright © 2002 MCB UP Ltd. All rights reserved.
- ISSN
- 0969-6474
- DOI
- 10.1108/09696470210424015
- Publisher site
- See Article on Publisher Site
Abstract
This article explores the use of organizational learning mechanisms to create actionable knowledge in a pharmaceutical company. An action research based approach was used to explore the nature and issues associated with fostering the dynamic learning capability within the firm. The results indicate that dynamic learning capability is embedded and influenced by company culture, existing skills and competence, organizational structure, incentives for learning, capacity for continuous change and leadership. It is argued that enabling actionable knowledge creation is a fragile process that has to be managed with care, and is far more complex than the literature suggests.
Journal
The Learning Organization – Emerald Publishing
Published: May 1, 2002
Keywords: Dynamic learning capabilities; Actionable knowledge creation; Action research; Pharmaceutical industry