Understanding Organizational Learning in Technology Development and Implementation A case study of how organizational learning could be strength- ened in one of Sweden’s largest manufacturing companies

Abstract

Organizational learning has in past research shown to play a critical factor for com- panies seeking to maintain competitiveness. While research has developed different models and frameworks to support learning processes, organizations still face chal- lenges in capturing, sharing and utilizing knowledge effectively. At the same time, emerging technologies are reshaping industrial contexts which put an increasing fo- cus on the importance of how technology development and implementation processes can facilitate organizational learning and competitive advantage. This study, which was conducted at one of Sweden’s largest manufacturing companies explores how organizational learning in the context of manufacturing technology development and implementation can be better understood and strengthened. The study is based on a qualitative approach that combines unstructured and semi- structured interviews, internal document analysis and observations and insights from the daily organizational environment. The material was analyzed through the lenses of the SECI model, the 4I framework, single-loop and double-loop learning and theories on exploration and exploitation. The findings from the case company showed that even while learning takes place locally and within networks, mechanisms for knowledge sharing and coordinations of learnings are limited for reaching cross-functional organizational learning. This leads to duplicated learning and knowledge not being captured in usable formats. Identified barriers from the study were lack of time, unclear roles, limited awareness of who to involve and initiatives remaining within isolated organizational levels. The study contributes to research on organizational learning by highlighting the gap between formal learning structures and actual practices in complex industrial organizations. It further suggests that strengthening organizational learning requires improved integration, visibility and coordination of existing structures and learning activities.