Organizational Learning Processes and Outcomes: Major Findings and Future Research Directions

We trace the evolution of research on organizational learning. As organizations acquire experience, their performance typically improves at a decreasing rate. Although this learning-curve pattern is found in many industries, organizations vary in the rate at which they learn. In order to understand this variation, we separate organizational learning into four processes: search, knowledge creation, knowledge retention, and knowledge transfer. Within each process, we present research on how dimensions of experience and of the organizational context affect learning processes and outcomes. Our goals are to describe major findings and to identify opportunities for future research. The article concludes with a discussion of research directions that are likely to be productive in the future. These directions include investigating how new technological and organizational developments are likely to affect organizational learning.

Automated summary

This article traces the evolution of research on organizational learning, dividing it into four processes: search, knowledge creation, knowledge retention, and knowledge transfer. It discusses how dimensions of experience and the organizational context affect learning processes and outcomes, aiming to describe major findings and identify future research opportunities. The article also concludes with a discussion of potential productive research directions, including the impact of new technological and organizational developments on organizational learning.