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عنوان فارسی مقاله:

یادگیری شبکه: یادگیری درون سازمانی به سوی یک هدف عملکرد جمعی

عنوان انگلیسی مقاله:

Network leaing: Episodes of interorganizational leaing towards a collective performance goal

سال انتشار : 2016

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بخشی از مقاله انگلیسی:

2. The process of network leaing Networks are considered important sources of knowledge for the firms (Maskell, 2001; Powell, Koput, & Smith-Doerr, 1996; Tallman et al., 2004). Some authors (Grant, 1996; Spender & Grant, 1996) argue that it is the knowledge within organizational structures that is a primary resource upon which competitive advantage is founded, while other authors assert that the network is the locus of innovation, rather than the individual firm, due to the access it provides to knowledge and resources that would not otherwise be available (Powell et al., 1996). Networks have also been associated with limiting opportunism between firms by converting single transactions into long-term cooperation and fostering trust (Gulati & Sytch, 2008; Ring & van de Ven, 1992; Simonin, 1997; Teece, 1992). As such, inter-firm networks have been conceived as knowledge-sharing vehicles where member firms use the network to transfer knowledge, and thereby avoid many costs associated with knowledge transactions across markets (Moller € & Svahn, 2006; Reagans & McEvily, 2003). The knowledge transfer literature (e.g., see reviews by EasterbySmith et al., 2008; van Wijk et al., 2008) regularly affirms the importance of interorganizational knowledge exchange on performance and innovativeness for those organizations involved. The network is viewed as the context in which knowledge transfer occurs rather than being a leaing entity itself. Yet, some empirical studies have noted that although the initial interest of firms in entering a network might be to explore exteal sources of specialized knowledge, by working together these firms might be able to create new shared knowledge and jointly improve their working practices, technical knowledge and skills (Arikan, 2009; Coghlan & Coughlan, 2015; Mariotti, 2011). This process has been identified as network leaing (Dyer & Nobeoka, 2000; Knight, 2002; Knight & Pye, 2004; Peters, Pressey, & Johnston, 2016). The term network-level leaing has been initially defined by Dyer and Nobeoka (2000, p. 364) as ‘(a) knowledge development and acquisition that is useful in a specific network context, or (b) knowledge (e.g. a best practice) that is developed or resides within the network that is discovered and documented/codified by a network-level knowledge storage mechanism’. As an example, Dyer and Nobeoka (2000, p. 364) cite: ‘Knowledge acquired, stored, and diffused by the supplier association quality committee (e.g. through its quality training program) would constitute network-level leaing. This activity stores knowledge at the network level, and the knowledge is then made widely available for individual member firms to use in changing their individual firm practices. Thus, the changes (leaing) that take place at the individual firm level are due to participation in network-level leaing activities’. Similarly, Knight (2002, p. 428) defines network leaing as ‘leaing by a group of organizations as a group. If, through their interaction, a group of firms changes the group's behaviour or cognitive structures, then it is the group of organizations that is the “leaer”, not just the individual organizations within the group. In such a case, the network can be said to have leat’. In this conceptualization, network leaing is more than the sum of the leaing of individuals, groups and organizations that constitute the network; network leaing processes would result in changes to attributes of the network, such as interaction processes and structures, and shared narratives (Dunford & Jones, 2000; Knight, 2002). In that case, evidence of shared cognitive structures (e.g., norms, shared understandings or narratives) and collective or coordinated practices across a network would support network leaing

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