Non-linear learning in large technological firms: Period four implies chaos

Abstract

Advancing technology is causing rapid and often uncharted changes for many large firms. Responses to these changes reveal the more radical, non-linear forms of organizational learning to be even more important than previously believed. This article identifies types of organizational learning in large high technology firms; proposes a learning framework derived from previous work; augments the framework with an intensive case study of one exemplar; and focuses upon the discontinuous learning abilities needed during two learning periods which are especially critical today, crisis and renewal of innovation. Stages at which a successful technological unit must alter radically its learning modes are identified and analyzed. Strategic managerial practices to enhance innovation by fostering appropriate organizational learning modes are presented.