The relationship between strategy making and organizational learning
Purpose – This paper discusses the role of strategy making in organizational learning. By linking organizational learning and strategyas-practice literatures, the objective of this research was to analyze how intertwined the cognitive process and strategic activities are in organizational learning....
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Fundação Escola de Comércio Álvares Penteado
2018-06-01
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Online Access: | https://rbgn.fecap.br/RBGN/article/view/3888/pdf |
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doaj-3a815458c45c4c5bac60e43461eed0052021-07-02T01:29:22ZengFundação Escola de Comércio Álvares PenteadoRevista Brasileira de Gestão De Negócios1806-48921983-08072018-06-0120215717710.7819/rbgn.v20i2.3888The relationship between strategy making and organizational learningÂngela França Versiani0Sérgio Fernando Loureiro Rezende1Ana Thereza Novaes Magalhães2Samir Lótfi Vaz3University of Minas GeraisUniversity of Minas GeraisUniversity of Minas GeraisGetúlio Vargas FoundationPurpose – This paper discusses the role of strategy making in organizational learning. By linking organizational learning and strategyas-practice literatures, the objective of this research was to analyze how intertwined the cognitive process and strategic activities are in organizational learning. Design/methodology/approach – The metodology used is a longitudinal qualitative single case study of one of the largest Brazilian companies in the power industry. The unit of analysis is the firm’s growth strategy through mergers and acquisitions from 2003 to 2012. Findings – The findings show that organizational learning involved four sequenced causal flows in which specific types of strategic activities contributed directly or indirectly to learning loops. Originality/value – Our main contribution is to show that the implementation of strategic activities is the key to strategic renewal.https://rbgn.fecap.br/RBGN/article/view/3888/pdfOrganizational learningstrategizingstrategy makinggrowth strategystrategy-as-practice |
collection |
DOAJ |
language |
English |
format |
Article |
sources |
DOAJ |
author |
Ângela França Versiani Sérgio Fernando Loureiro Rezende Ana Thereza Novaes Magalhães Samir Lótfi Vaz |
spellingShingle |
Ângela França Versiani Sérgio Fernando Loureiro Rezende Ana Thereza Novaes Magalhães Samir Lótfi Vaz The relationship between strategy making and organizational learning Revista Brasileira de Gestão De Negócios Organizational learning strategizing strategy making growth strategy strategy-as-practice |
author_facet |
Ângela França Versiani Sérgio Fernando Loureiro Rezende Ana Thereza Novaes Magalhães Samir Lótfi Vaz |
author_sort |
Ângela França Versiani |
title |
The relationship between strategy making and organizational learning |
title_short |
The relationship between strategy making and organizational learning |
title_full |
The relationship between strategy making and organizational learning |
title_fullStr |
The relationship between strategy making and organizational learning |
title_full_unstemmed |
The relationship between strategy making and organizational learning |
title_sort |
relationship between strategy making and organizational learning |
publisher |
Fundação Escola de Comércio Álvares Penteado |
series |
Revista Brasileira de Gestão De Negócios |
issn |
1806-4892 1983-0807 |
publishDate |
2018-06-01 |
description |
Purpose – This paper discusses the role of strategy making in
organizational learning. By linking organizational learning and strategyas-practice literatures, the objective of this research was to analyze how intertwined the cognitive process and strategic activities are in organizational learning.
Design/methodology/approach – The metodology used is a
longitudinal qualitative single case study of one of the largest Brazilian
companies in the power industry. The unit of analysis is the firm’s
growth strategy through mergers and acquisitions from 2003 to 2012.
Findings – The findings show that organizational learning involved
four sequenced causal flows in which specific types of strategic activities contributed directly or indirectly to learning loops.
Originality/value – Our main contribution is to show that the
implementation of strategic activities is the key to strategic renewal. |
topic |
Organizational learning strategizing strategy making growth strategy strategy-as-practice |
url |
https://rbgn.fecap.br/RBGN/article/view/3888/pdf |
work_keys_str_mv |
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