Organizational Learning: From Experience to Knowledge

By Linda Argote, Ella Miron-Spektor. Organ. Sci., 2011

1,808 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/b1782059daeacfe92e81dd2c5ef8bc59a542c5dc

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Citations in the corpus

Understanding Agency Problems in Headquarters-Subsidiary Relationships in Multinational Corporations: A Contextualized Model (2018, background): “…outlined how learning takes place in the different MNC models, we did not cover some important aspects of organizational learning, such as absorptive capacity (e.g., Y. Y. Chang, Gong, & Peng, 2012), power issues (Bouquet & Birkinshaw, 2008a), or role of experience (Argote & Miron-Spektor, 2011).”
Making Experience Count: The Role of Reflection in Individual Learning (2016, background): “One of the most obvious sources of individual learning is the accumulation of experience (Argote and Miron-Spektor, 2011).”
Once bitten twice shy? Experience managing violent conflict risk and MNC subsidiary-level investment and expansion (2017, methodology): “Here, we adopt the definition that experiential learning is the acquisition of knowledge that “transpires in the organization as it performs its task” (Argote and Miron-Spektor, 2011: 1124).”
Effects of Industry- and Region-Specific Acquisition Experience on Value Creation in Cross-Border Acquisitions: The Moderating Role of Cultural Similarity (2015, background): “Organizational learning theory (Argote and Miron-Spektor, 2011; Fiol and Lyles, 1985; Huber, 1991; Levitt and March, 1988) suggests that firm experiences result in the creation of knowledge that significantly impacts firm strategies and related outcomes.”
The role of experience in six sigma project success: An empirical analysis of improvement projects (2012, background): “Importantly, such studies have begun to shed much-needed light on various forms of learning-by-doing and their contributions to operational improvements in the context of work teams (Argote and Miron-Spektor, 2011; Lapre and Nembhard, 2011).”
Organizational Learning in Target Setting (2017, background): “2 Organizational learning captures the dynamic nature of knowledge (Argote & Miron-Spektor, 2011) as participants draw from their experiences and those of other managers to alter the knowledge of the organization, codified in routines, rules, and procedures (explicit knowledge) and embodied in…”
How Does Sustainable Leadership Influence Sustainable Performance? Empirical Evidence From Selected ASEAN Countries (2020, background): “Many authors have tried to elaborate the constructs and processes of organizational learning such as Argote & Miron-Spektor (2011) and Flores et al. (2012).”
Finding a Home away from Home (2014, background): “This informs one of the fundamental debates in the organizational learning literature, as the issue of whether experiential and vicarious learning are substitutes or complements has received mixed support (Argote and Miron-Spektor, 2011).”