Title: Organizational learning: a guide for executives in technology-critical organizations

Authors: George P. Huber

Addresses: Charles and Elizabeth Prothro Regents Chair in Business Administration, Department of Management, School of Business, University of Texas, Austin, TX 78712, USA

Abstract: The focus of this article is on learning by technology-critical organizations, that is, organizations that are critically dependent on their knowledge of technology and that function in environments where technological change presents serious threats and opportunities. The article provides guidance to those managers who want their organizations to be learning organizations. It describes effective but often overlooked approaches for transforming everyday organizational experiences into organizational knowledge, and it introduces ideas for adding to the job responsibilities of managers and technical personnel the role of environmental sensor. In addition, it calls attention to the particular usefulness of information technology as a significant component of an organization|s memory. Finally, through examples and suggestions, the article introduces the idea that everyday organizational activities can be transformed into learning opportunities.

Keywords: organisational learning; technology management; technological change; information technology; organisational change; learning organisations.

DOI: 10.1504/IJTM.1996.025471

International Journal of Technology Management, 1996 Vol.11 No.7/8, pp.821 - 832

Published online: 22 May 2009 *

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