A Contingency Perspective on Organizational Learning: Integrating Environmental Context, Organizational Learning Processes, and Types of Learning

By Devi R. Gnyawali, Alice C. Stewart. 2003

107 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/d1ae115b36e5816ac9cf9c119631e8edb1cdf0cc

How researchers see this paper

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

In Communication

1. Sally Sambrook

In Organizational Behavior and Human Resource Management

1. Sally Sambrook
2. Allan Macpherson
3. Oswald Jones
4. Byung-Jin Park
5. Devi R. Gnyawali
6. Michael Zhang
7. J. Brix
8. Mokter Hossain

In Strategy and Management

1. Byung-Jin Park
2. Sally Sambrook
3. Allan Macpherson
4. Oswald Jones
5. Devi R. Gnyawali
6. Michael Zhang
7. J. Brix

Citations in the corpus

• Co‐opetition and Technological Innovation in Small and Medium‐Sized Enterprises: A Multilevel Conceptual Model (2009, background): “The mainstream organizational literature (Gnyawali and Stewart 2003; Grant 1996; Nonaka 1994) suggests that learning and generating knowledge are important to the creation of competitive advantage.”
• Factors Influencing the Context and Process of Work-Related Learning: Synthesizing Findings from Two Research Projects (2005, background): “In their conceptual model offering a contingency perspective on organizational learning, Gnyawali and Stewart (2003) make the connection between the environmental context and learning processes and types of learning.”
• Conceptualizing the Learning Process in SMEs (2006, background): “A number of influential authors have developed conceptualizations of OL in large organizations (Crossan et al., 1999; Gnyawali and Stewart, 2003; Huber, 1991; Pawlowsky, 2001).”
• Conditioning factors of an organizational learning culture (2011, background): “Moreover, how environmental changes are noticed and understood has not been satisfactorily assessed yet, despite the suggestion of strategic management research that successful organizations change their strategies and other characteristics in response to environmental change ( Gnyawali and Stewart,”