Scandinavian Working Papers in Business Administration
Working Paper Series,
Lund University, Institute of Economic Research
No 2004/1: Interlevel Learning Dynamics: Balancing Exploitation and Exploration Within and Between Organizations
Mikael Holmqvist and Rikard Larsson ()
Additional contact information
Mikael Holmqvist: School of Business, Stockholm University, Postal: SE-106 91 Stockholm, Sweden, Phone: +46 8 16 31 27,
Rikard Larsson: Department of Business Administration, School of Economics and Management, Lund University, Postal: Department of Business Administration, School of Economics and Management, Lund University, Box 7080, SE-220 07 Lund, Sweden
Abstract: The literature on organizational learning has traditionally either conceptualized learning as an intraorganizational or as an interorganizational process without taking into consideration how these different levels of learning are interlaced. We propose an integrated conceptual framework of intra- and interorganizational learning processes that address the fundamental experiential learning problem of balancing exploitation and exploration – a central issue for organizational development and prosperity. The conceptual framework is empirically studied in two longitudinal case studies of the internal and external product development activities of Scandinavian and American software companies. The case findings indicate that learning at both the intra- and interorganizational levels tend towards exploitation, i.e., refinement, routinisation, and production; while switching between levels in both directions was associated with exploration, i.e., experimentation, innovation, and free association. By studying both levels of learning simultaneously, it was hence possible to discern the pattern of exploratory switching between levels from the traditional view of interorganizational learning itself being mainly exploratory and intraorganizational learning being mainly exploitative. It was also possible to systematically track how intra- and interorganizational processes follow specific, interlaced sequences of experiential learning within and between organizations.
Keywords: Organizational learning; strategic alliances; product development; case study
33 pages, December 22, 2003
Full text files
2004-1.pdf
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