Organization Learning

Organization Learning



Individuallearning is the mechanism behind the occurrence of organizationallearning. However, Individual learning alone is not sufficient toamount into organizational learning. Individual learning isinsufficient to cause organizational learning due to lack of arepository where other people can access the information from theindividual (Morrison, 2013).

Firstis the type of experience obtained in the learning process. Foy andMeier (2013), indicate that there is both direct and indirectexperience. Incidental learning is second hand and is mostly fromintuition. In contrast, direct experience is proven to cause learningas there is a direct relationship between the organization or theindividual with the respective environment, and learning is moreeffective (Foy &amp Meier, 2013)

Thesecond factor related to experience includes the novelty of theexperience. Innovation is related to the originality of the relevanttasks. There are two types of innovation. The first one isexploitation learning that occurs through the repetition of tasks.The second type of innovation is the learning acquired fromconsecutive handling of new chores. The two factors are evaluated astrade-offs and cause the same amount of learning. After the twocategories of novelty -described as a compromise, both organizationsand the individual are advised to pursue both strategies tofacilitate learning (Lavikka, Riitta, &amp Jaatinen, 2015).

Thirdis the type of experience. Two types of experiences are success andfailure. Learning from failure is more efficient compared to learningfrom success. The reason behind failures effectiveness is becausefailure makes the individual or the organization to search from deepinside, the various factors that contributed to the results(Morrison, 2013). Failure causes more learning as compared tosuccess. Research indicates that organizations that incur morefailure learn a lot as compared to groups that experience moresuccess (Foy &amp Meier, 2013).


Foy,K., &amp Meier, P. (2013). Peer-reviewed article vocal clarity inthe outdoor. OrganizationLearning Review,2(1),&nbsp210-222.DOI:10.1080/23268263.2001.10761469

Lavikka,R., Riitta, S. &amp Jaatinen, M. (2015). A process for buildinginter-organizational contextual ambidexterity. BusinessProcess Management Journal, 21(5),1140 – 1161. DOI: 10.1108/BPMJ-12-2013-0153

Morrison,J. (2013). Peer reviewed article vicious (or virtuous) circle? Roterepetition, contact improvisation, and flow in learning breathsupport.&nbsp Voiceand Speech Review, 6(1),49-58. DOI:&nbsp10.1080/23268263.2009.10761505