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Understanding “Strategic Learning”: Linking Organizational Learning, Knowledge Management, and Sensemaking

Author

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  • James B. Thomas

    (The Pennsylvania State University, School of Information Sciences and Technology, 504 Rider Building, University Park, Pennsylvania 16803)

  • Stephanie Watts Sussman

    (Case Western Reserve University, Weatherhead School of Management/MIDS, 10900 Euclid Avenue, Cleveland, Ohio 44106)

  • John C. Henderson

    (Boston University, School of Management/MIS, 595 Commonwealth Avenue/546-G, Boston, Massachusetts 02215)

Abstract

Strategic learning aims to generate learning in support of future strategic initiatives that will, in turn, foster knowledge asymmetries that can lead to differences in organizational performance. From a case study of a unique organization whose purpose is to facilitate strategic knowledge distillation, it was found that this process is characterized by targeted information gathering that relies on diverse experts for interpretation as well as validation. It also embodies the organizational capability to leverage information technologies in the distillation effort, integrating them with processes for generating, storing, and transporting rich, de-embedded knowledge across multiple levels of the organization. As a result of the case study, a model of the strategic learning is developed and a series of propositions regarding its context and processes are presented based on this model. The model highlights key dimensions of strategic learning that suggest design parameters for organizations building strategic learning systems.

Suggested Citation

  • James B. Thomas & Stephanie Watts Sussman & John C. Henderson, 2001. "Understanding “Strategic Learning”: Linking Organizational Learning, Knowledge Management, and Sensemaking," Organization Science, INFORMS, vol. 12(3), pages 331-345, June.
    • Handle: RePEc:inm:ororsc:v:12:y:2001:i:3:p:331-345
    DOI: 10.1287/orsc.12.3.331.10105
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    References listed on IDEAS

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