Organizational Learning and Competitive Advantage

"Integrating thinking and acting is the name of the game in today′s dynamic marketplace. . . . This book takes an important first step towards integrating theories of competitive advantage and . . . . organizational learning, a rapprochement which can come none too soon for the management practitioner." --Peter Senge, Director, Center for Organizational Learning, MIT Sloan School of Management "The chapters in this volume provide many important insights into how to integrate the different managerial functions and thus overcome one of the chief barriers to organizational learning." --Chris Argyris, Harvard Business School "This book unlike many others, odes not fall into the trap of simply regurgitating established ideas and theories. . . . it is rare for a group of authors to be able to unite tow paradigms: strategy and organizational learning." --Bernard Ramanantsoa, Dean of HEC-- Paris Organizations facing uncertain, changing, or ambiguous market conditions need to be able to learn. Organizational Learning and Competitive Advantage explores organizational learning as a key factor in achieving competitive advantage and links two disciplines together--strategic management and organizational behavior. In a lively transatlantic dialogue the contributors to this work forge a link between the strategic theories of management and the behaviors that affect their implementation. As the field of strategic management shifts to embrace a new emphasis on organizational capabilities and their development, organizational learning occupies an increasingly central place within the field. The diverse, multidiscplinary approaches contained in the volume are an important step toward providing and integrative theory of management. This book will appeal to a wide range of students in strategy and organizational behavior and management studies. From a learning standpoint, this volume is truly original, from a strategy standpoint, this work is visionary.

Bertrand Moingeon is Associate Professor of Strategic Management at HEC-Paris Paris, where his research is in sociology and strategic management.

Amy Edmondson is Assistant Professor of Technology and Operations Management at Harvard University Graduate School of Business Administration

EDITORS

Bertrand Moingeon HEC Jouy-en-Josas

Amy Edmondson Harvard Business School

CONTRIBUTORS

Rafael Andreu IESE Barcelona

Chris Argyris Harvard University

Philippe Baumard Universite Paris XII

Michael Beer Harvard Business School

Ralph Biggadike Becton Dickinson & Co., Franklin Lakes NJ

Claudio Ciborra University of Bologna & Theseus Institute, Valbonne

David J Collis Harvard Business School

Anthony J DiBella Sloan School of Management

Russell A Eisenstat Consultant, Concord MA

Janet M Gould MIT

Ashish Nanda Harvard Business School

Edward C Nevis

J Douglas Orton Groupe HEC Jouy-en-Josas

James Phills Yale School of Management

JC Spender Rutgers University