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Organizational Learning and the Development of a Networked Company

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  • Deborah Hardy Bednar
  • Lynn Godkin

Abstract

Through use of an exploratory case study, this research examines the concepts that distinguish a networked company from other organization models. These concepts are then applied in a field case study to a networked company called the Port Arthur Remediation Team (PART). PART was formed in 1996 by an integrated petroleum company, an environmental engineering concern, and a heavy construction firm to manage the remediation of an oil refining facility. How this networked firm learned to organize, coordinate activities, attain goals, and link its operational components in a useful way are described.

Suggested Citation

  • Deborah Hardy Bednar & Lynn Godkin, 2009. "Organizational Learning and the Development of a Networked Company," Review of Policy Research, Policy Studies Organization, vol. 26(3), pages 329-343, May.
    • Handle: RePEc:bla:revpol:v:26:y:2009:i:3:p:329-343
    DOI: 10.1111/j.1541-1338.2009.00385.x
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    Cited by:

    1. Marco Bellandi & Annalisa Caloffi & Sara Masi, 2021. "Bottom-level organizational changes within entrepreneurial and engaged models of university: insights from Italy," The Journal of Technology Transfer, Springer, vol. 46(4), pages 907-932, August.

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