From Questions to Answers: Reviewing Organizational Learning Research

By Hari Bapuji, Mary M. Crossan. 2004

507 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/02ed7d8df1d782270fc323ebf18cb8fa5aff624d

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Citations in the corpus

Human Resource Management as a Determining Factor in Organizational Learning (2006, unknown): “To summarize, this study makes a contribution to the organizational learning and learning organization literature by providing additional insight into the organizational factors that facilitate learning (Bapuji and Crossan, 2004).”
Leaders as facilitators of individual and organizational learning (2008, background): “For instance, in a review of 123 articles involving organizational learning that were published between 1990 and 2002, Bapuji and Crossan (2004)”
Training and Performance: The Mediating Role of Organizational Learning (2014, background): “…in the field that OL conceptualizations need to onsider multiple levels of analysis within the enterprise: ndividual, group and organization (Slater and Narver, 1994; hmed et al., 1999; Crossan et al., 1999; Bontis et al., 002; Bapuji and Crossan, 2004; Bell et al., 2010; Jyothibabu t al., 2010).”
The Meaning of Organizational Learning (2015, methodology): “The search of electronic databases was supplemented by manual search of bibliography lists of the following foundational OL literature reviews: Shrivastava (1983), Fiol and Lyles (1985), Levitt and March (1988), Huber (1991), Dodgson (1993), Nicolini and Meznar (1995), Easterby-Smith (1997), Easterb”
The origins and conceptualizations of ‘triple-loop’ learning: A critical review (2012, background): “Over the last decade, interest in organizational learning has burgeoned, with both increasing journal and book output (Bapuji and Crossan, 2004; Dehler and Vendelø, 2010; Elliott et al., 2008; Scarbrough et al., 2007) and an increasing number of reviews of the field (e.g. Argote,…”
Knowledge management, decision-making style and organizational performance (2017, background): “…hence it utilization lens, that is knowledge can been generated via information, shared ideas and coalesced through exchang relationships (Bapuji & Crossan, 2004; Day, 1994; Nonaka & Konno, 1998; Nonaka, Byosiere, Borucki, & Konno, 1994 Learning new things requires participation, hence…”
Evidence for the network perspective on organizational learning (2008, background): “Bapuji and Crossan (2004) witnessed great progress in empirical research into organizationallearning phenomena in recent years.”
Organizational Learning, Innovation and Internationalization: A Complex System Model (2014, background): “Organizational learning has for some time been one of the most thoroughly explored concepts in © 2013 The Author(s) British Journal of Management © 2013 British Academy of Management. the academic and business worlds (Bapuji and Crossan, 2004; Easterby-Smith, Crossan and Nicolini, 2000).”
Learning to internationalise: the pace and success of foreign acquisitions (2007, background): “However, the value of knowledge and routines is often bounded by time (Levitt and March, 1988; Miller, 1993; Bapuji and Crossan, 2004) and space (Barkema et al., 1996; Ingram and Baum, 1997).”
The knowledge-based view of the firm and its theoretical precursor (2006, methodology): “Although considered a relatively new perspective within the field of strategic management, the Knowledge-Based View (KBV) of the firm has spawned a burgeoning amount of research growth in the field of organisational learning (Bapuji and Crossan, 2004).”
The relationship between learning capability and organizational performance: A meta‐analytic examination (2012, background): “Introduction The field of the learning organization has amassed an extensive body of literature over the past 40 years, and the proliferation of research shows no signs of abating (Bapuji and Crossan, 2004).”