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    Lecture 7

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    Andreea Alexandra Antohi
    This document provides an overview of the learning school of strategic management. It discusses key concepts in the learning school such as learning, routines, emergent strategy, sensemaking, core competencies, strategic intent, stretch and leverage, dynamic capabilities, experiential learning, and performance feedback. The learning school views strategy as an emergent process, sees learning happening collectively at all organizational levels, and emphasizes adaptation through continuous learning.

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    Lecture 7

    Uploaded by

    Andreea Alexandra Antohi
    7 views3 pages
    This document provides an overview of the learning school of strategic management. It discusses key concepts in the learning school such as learning, routines, emergent strategy, sensemaking, core competencies, strategic intent, stretch and leverage, dynamic capabilities, experiential learning, and performance feedback. The learning school views strategy as an emergent process, sees learning happening collectively at all organizational levels, and emphasizes adaptation through continuous learning.

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    This document provides an overview of the learning school of strategic management. It discusses key concepts in the learning school such as learning, routines, emergent strategy, sensemaking, core competencies, strategic intent, stretch and leverage, dynamic capabilities, experiential learning, and performance feedback. The learning school views strategy as an emergent process, sees learning happening collectively at all organizational levels, and emphasizes adaptation through continuous learning.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    7 views3 pages

    Lecture 7

    Uploaded by

    Andreea Alexandra Antohi
    This document provides an overview of the learning school of strategic management. It discusses key concepts in the learning school such as learning, routines, emergent strategy, sensemaking, core competencies, strategic intent, stretch and leverage, dynamic capabilities, experiential learning, and performance feedback. The learning school views strategy as an emergent process, sees learning happening collectively at all organizational levels, and emphasizes adaptation through continuous learning.

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    of 3

    The learning school

    Lecture 7
    First things first: What is learning?
    Learning: modification of a behavioral tendency by experience (Merriam-Webster).
    In strategy: “encoding inferences from history into routines that guide behavior” (Levitt & March, p. 320).
    Routines: [repetitive] forms, rules, procedures, conventions, strategies and technologies around which organizations
    are constructed and through which they operate (Levitt & March, p. 320).

    Learning School: Origins


    Disjointed incrementalism (Lindblom):
    • Decision-making as incremental process
    • Messy & continuous process
    Logical incrementalism (Quinn):
    • Decision-making as incremental process
    • Different stages connected by central actors
    Evolutionary Theory (Nelson & Winter):
    • Decision-making interaction of routines

    Strategic venturing (Bower):


    Intrapreneurship
    • Bottom-up
    • Intrapreneurship

    Learning School: Emergent strategy


    Understanding actions to infer intentions (hence strategy).
    • Learning-by-doing
    • Trial-and-error
    • Experimentation (control version of the trial-and-error)

    Learning School: Sense making


    Sense making: “involves the ongoing retrospective development of plausible images that rationalize what people are
    doing” (Weick, Sutcliffe, & Obstfeld, 2005, p. 409).  looking at the patterns of the past and tring to
    • Enacted environment (grounded in sociology, subjective perspective)
    • Variation, selection, retention
    • Path-dependence (es. Keyboards)

    Learning School: Characteristics & Premises


    • Strategy as a process of learning (behaviour and action of the organization)  look at the collective (=/
    cognitive school individual)
    • The collective learns
    • Emergent learning
    • Leaders creates environment conducive to learning
    • Strategies are patterns of the past

    Learning School: Process


    Learning School: Core competencies
    Core competency: Unique resources and capabilities that give a firm a strategic advantage compared to other firms in
    the marketspace.
    • Collective learning
    • Dynamic strategic fit

    Learning School: Strategic intent


    Strategic intent: The purpose and general direction and how to achieve firm goals.
    • Environmental uncertainty
    • Providing consistency

    Learning School: Stretch & leverage


    Stretch: Misfit in resources and aspirations
    • Stretch in resources: resource>aspirations (when you are market leader)
    • Stretch in aspirations: resources<aspirations (start-up)
    Leverage: Making best of (limited) resources
    • Concentrating
    • Accumulating
    • Complementing
    • Conserving
    • Recovering

    Learning School: Knowledge creation

    Learning School: Dynamic capabilities


    Dynamic capabilities: Knowledge that improves the combination and recombination of resources/capabilities in light
    of (anticipated) internal and external changes.
    • Technological change
    • Globalization

    Learning School: Chaos theory


    Apparently random outcomes are results of initial conditions.
    • Patterns
    • Focus on destruction & chaos

    Learning School: Performance feedback


    Assigned reading – Baum & Dahlin (2007)

    Learning School: Experiential learning


    Assigned reading – Baum & Dahlin (2007)
    Exploitation: Strengthening existing capabilities (learning curves).
    Exploration: Acquiring new capabilities.
    - In-house development
    - Acquisition/alliances/etc.
    Learning School: Lessons learned
    • Performance far from aspirations  Exploration
    • Performance near aspirations  Exploitation
    • Learning from failure > learning from success

    Learning School: Summary assumptions


    • Strategy is emergent and a pattern
    • Formulation & implementation are intertwined
    • Adaptation to change
    • Learning can happen at all levels of the organization

    Learning School: Criticism/limitations


    • Little informative of strategy formation (we look at the patterns of the past)
    • Little value when time is of the essence
    • Learning the wrong thing (spurious correlations)
    • Learning is costly (trial and error)

    Learning School: Contributions


    • Recognition of adaptation to dynamic environments
    • Focus on the collective
    • Focus on outcome & process
    • Emerging strategy

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