Capturing Learning and Applying Knowledge: An Investigation of the Use of Innovation Teams in Japanese and American Automotive Firms

By R. Forrester. 2000

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Dynamic capabilities through continuous improvement infrastructure (2009, methodology): “Systematic organizational learning through CI initiatives requires a common scientific method – a standard set of steps – for process improvement projects (Garvin, 1993a; Forrester, 2000b; Spear and Bowen, 1999).”
The use of tacit knowledge within innovative companies: knowledge management in innovative enterprises (2008, background): “In the context of intense global competition and the continuously increasing pace of technological development, innovation is considered as mandatory for surviving in such a dynamic market environment (Nonaka and Kenney, 1991, Forrester, 2000, Cardinal, 2001).”
Transformational leadership influence on organizational performance through organizational learning and innovation (2012, background): “Different types of organizational learning (adaptive/generative) and innovation (incremental/radical) have a close, positive connection (Forrester, 2000).”