Organizational learning and resource-based theory: an integrative model

Ken A. Smith; Satish P. Vasudevan; Mohan R. Tanniru

doi:10.1108/09534819610150512

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Journal of Organizational Change Management

ISSN: 0953-4814

Online from: 1988

Subject Area: Organization Studies

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Organizational learning and resource-based theory: an integrative model

Document Information:
Title:	Organizational learning and resource-based theory: an integrative model
Author(s):	Ken A. Smith, (School of Management, Syracuse University, Syracuse, New York, USA), Satish P. Vasudevan, (School of Management, Syracuse University, Syracuse, New York, USA), Mohan R. Tanniru, (School of Management, Syracuse University, Syracuse, New York, USA)
Citation:	Ken A. Smith, Satish P. Vasudevan, Mohan R. Tanniru, (1996) "Organizational learning and resource-based theory: an integrative model", Journal of Organizational Change Management, Vol. 9 Iss: 6, pp.41 - 53
Keywords:	Competitive advantage, Information technology, Organizational learning, Resources, Strategic management
Article type:	Research paper
DOI:	10.1108/09534819610150512 (Permanent URL)
Publisher:	MCB UP Ltd
Abstract:	In recent years, resource-based theory has emerged as one of the most promising theoretical frameworks in the field of strategic management. Unfortunately, past articulations of the theory have adopted a static orientation, with the result that organizational learning - a dynamic process - has been excluded from the discussion. Presents a model designed to incorporate organizational learning effects into the resource-based view. Then applies the model to a number of case examples to demonstrate the importance of including organizational learning as a component of resource-based theory. Concludes that organizational learning is itself a strategic capability or resource important to the process of building and maintaining competitive advantage.