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Acquiring core capabilities through organizational learning: Illustrations from the U.S. military organizations

Listed author(s):
  • Pierre Barbaroux


    (CReA - Centre de Recherche de l'Armée de l'air - Laboratoire Défense et Management de la connaissance - EOAA)

  • Cécile Godé-Sanchez


    (CReA - Centre de Recherche de l'Armée de l'air - Laboratoire Défense et Management de la connaissance - EOAA)

This paper focuses on the development of core capabilities through organizational learning. It insists on the variety of learning types which must be articulated in order to provide organizations with effective core capabilities. Principal illustrations are drawn from the U.S. military education and training initiatives in the context of the Network-Centric Warfare (NCW). Discriminating between various learning and training mechanisms according to their (i) type, (ii) level and (iii) context, we develop a conceptual framework to study organizational learning as a dynamic capability which enables the organization to develop core capabilities.

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Paper provided by HAL in its series Post-Print with number hal-00293534.

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Date of creation: Jul 2007
Publication status: Published in 23rd EGOS Colloquium: Beyond Waltz – Dances of Individuals and Organization, Jul 2007, Vienna, Austria. pp.1-25, 2007
Handle: RePEc:hal:journl:hal-00293534
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  1. Bengt-ake Lundvall & Bjorn Johnson, 1994. "The Learning Economy," Industry and Innovation, Taylor & Francis Journals, vol. 1(2), pages 23-42.
  2. Brenner, Thomas, 2006. "Agent Learning Representation: Advice on Modelling Economic Learning," Handbook of Computational Economics,in: Leigh Tesfatsion & Kenneth L. Judd (ed.), Handbook of Computational Economics, edition 1, volume 2, chapter 18, pages 895-947 Elsevier.
  3. Sanchez, Ron, 2004. "Understanding competence-based management: Identifying and managing five modes of competence," Journal of Business Research, Elsevier, vol. 57(5), pages 518-532, May.
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