The facilitating factors for organizational learning: bringing ideas from complex adaptive systems

This chapter is based on a design-based research study of organizational learning and on a subsequent integral analysis of how and why organizational learning did, and did not, occur in the study. Integral theory is applied to deepen the understanding of how human organizations learn and adapt as complex adaptive systems made up of nested, operationally closed groups and individuals. The level of development and learning potential of an organization, as holon, can be understood as an emergent property resulting from the coordination of function and action of the unities that make up the system, even given that the levels of development and learning potentials of the groups and individuals in an organization are not consistent across the organization. The advantages of combining complexity and integral theory are explored, as both are understood to provide different, complementary interpretations of whole human systems.

Download Full-text

Patterns of Learning in Dynamic Technological System Lifecycles—What Automotive Managers Can Learn from the Aerospace Industry?

Journal of Open Innovation Technology Market and Complexity ◽

10.3390/joitmc5010001 ◽

2018 ◽

Vol 5 (1) ◽

pp. 1 ◽

Cited By ~ 2

Author(s):

Daniel Guffarth ◽

Mathias Knappe

Keyword(s):

Organizational Learning ◽

Complex Adaptive Systems ◽

Adaptive Systems ◽

Aerospace Industry ◽

Patent Citation ◽

Industry Life Cycle ◽

Patent Citation Analysis ◽

Product Technique ◽

Complex Adaptive ◽

The Common

Not only with respect to the common overlaps within the market of urban air mobility, but also in terms of their requirement profile with regard to the systemic core, all mobility industries are converging. This article focuses on the required patterns of learning in order to cope with these changes, and what automotive managers can learn from the aerospace industry in this context. As organizational learning is the central parameter of economic evolution, and technology develops over trajectory shifts, companies are, at the very least, cyclically forced to learn ambidextrously, or are squeezed out of the market. They have to act and react as complex adaptive systems in their changing environment. Especially in these dynamics, ambidextrous learning is identified to be a conditio sine qua non for organizational success. Especially the combination of efficiency-oriented internal exploitation with an explorative and external-oriented open innovation network turns out to be a superior strategy. By combining patent data, patent citation analysis and data on the European Framework Programs, we show that there are temporal differences, i.e., position of the product in the product, technique, technology, and industry life cycle. Furthermore, we draw a conclusion dependent on the systemic product character, which enforces different learning requirements concerning supply chain position and, as an overarching conclusion, we identify product structure to be decisive for how organizational learning should be styled.

Download Full-text