Crossing an Apparent Chasm: Bridging Mindful and Less-Mindful Perspectives on Organizational Learning

By Daniel A. Levinthal, Claus Rerup. Organ. Sci., 2006

728 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/bc792be8a0ec4480cbe691912009c4f0a16a81db

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

Citations in the corpus

Microfoundations of Internal and External Absorptive Capacity Routines (2011, methodology): “Building on Lewin and Massini (2003), we therefore decompose the construct of AC into two components, internal1 and external AC capabilities, and identify the configuration of metaroutines underlying these two components (see Figure 1).”
Being There: Work Engagement and Positive Organizational Scholarship (2011, background): “Levinthal and Rerup (2006) also discuss an analogous process of mindlessness (synonymous with disengagement) and mindfulness (synonymous with engagement) that follows a temporal approach.”
The Role of Affect in Creative Projects and Exploratory Search (2007, neutral): “Their successors in the Carnegie school have shown that great insights are afforded by parsimonious models that incorporate deliberate albeit bounded choice, habitual routines, and serendipity (e.g., Gavetti and Levinthal, 2000; Gavetti, 2005; Levinthal and Rerup, 2006).”
Imprinting by Design: The Microfoundations of Entrepreneurial Adaptation (2014, background): “It may do so by determining which content is accorded meaning and significance, by virtue of its consistency and coherence with the underlying memory system, and thus which content the venture is more mindful of (Levinthal & Rerup, 2006).”
Entrepreneurship and Innovation at the Base of the Pyramid: A Recipe for Inclusive Growth or Social Exclusion? (2012, background): “Valorinta (2009) and Levinthal and Rerup (2006) suggest that organizations are characterized by some level of both mindfulness and mindlessness at any given time (Levinthal and Rerup use the less pejorative term ‘less-mindful behaviour’).”
Sensemaking and emotion in organizations (2013, background): “We argue that the emotional reaction to a triggering event provides individuals with the energy to engage in sensemaking, and that certain emotions are more likely to provide this energy than others.”
Mindfulness Revisited (2015, background): “…decade, the construct of mindfulness has garnered considerable theoretical interest among organizational scholars (Dane, 2011; Fiol & O’Connor, 2003; Levinthal & Rerup, 2006; Ray, Baker, & Plowman, 2011; Vogus & Sutcliffe, 2012; Vogus & Welbourne, 2003; Weick & Putnam, 2006; Weick & Sutcliffe,…”
Cognition and Capabilities: A Multi-Level Perspective (2013, background): “Organizational actors “replicate past experiments by mindfully formalizing a selection of them into organizational routines” (Salvato, 2009: p. 400; see also Levinthal & Rerup, 2006).”
Narrative Networks: Patterns of Technology and Organization (2007, background): “These have been identified elsewhere (e.g., Orlikowski and Iacono 2001, Coyle 2002, Markoff 2006); we summarize them here to underscore the ways in which the technological landscape has changed since the 1960s.”
Organizational learning research: Past, present and future (2011, background): “For example, research on organizational learning makes the distinction between mindful (Weick and Sutcliff, 2006) and less mindful processes (Levinthal and Rerup, 2006).”
The Fog of Feedback: Ambiguity and Firm Responses to Multiple Aspiration Levels (2015, background): “, March and Olsen, 1976), and are united in common observations that ambiguities in the relationships among outcomes, aspirations, and actions exist (Levinthal and Rerup, 2006; March, 2010).”
Explaining the entrepreneurial orientation–performance relationship in emerging economies: The intermediate roles of absorptive capacity and improvisation (2017, neutral): “That their origins are inherently different points to tensions between the two modes (Levinthal & Rerup, 2006) that for SMEs suggests an either/or trade-off.1 For instance, while the lessons from the past may help to shape the future (absorptive capacity), the potential downside is that firms may…”
Marks of Distinction (2015, background): “In many cases, audiences are bombarded with a multiplicity of framings (Weick, 1995; Levinthal and Rerup, 2006; Anteby, 2008), both by the same actor who engages in multiple communications over time and by multiple actors who also want to be heard.”