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Organisational Learning in the Context of Strategic Reorientation

Author

Listed:
  • Rune Lines

    (Norwegian School of Economics and Business Administration, Norway)

  • Svein Tvedt Johansen

    (Norwegian School of Economics and Business Administration, Norway)

  • Erik Døving

    (Foundation for Research in Economics and Business Administration, Norway)

Abstract

This study tested the influences of change novelty, participation and goal setting on organisational learning. The study was conducted following the strategic reorientation of a large telecommunication firm. Major findings were: (1) Participation in strategic change is positively related to organisational learning; (2) the use of goal setting as part of the implementation process enhances organisational learning; and (3) medium and high levels of change novelty is associated with higher levels of learning than low levels of change novelty.

Suggested Citation

  • Rune Lines & Svein Tvedt Johansen & Erik Døving, 2004. "Organisational Learning in the Context of Strategic Reorientation," Journal of Information & Knowledge Management (JIKM), World Scientific Publishing Co. Pte. Ltd., vol. 3(03), pages 199-212.
    • Handle: RePEc:wsi:jikmxx:v:03:y:2004:i:03:n:s0219649204000821
    DOI: 10.1142/S0219649204000821
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