Computer‐based data and organizational learning: The importance of managers’ stories

Abstract

While many organizations are investing large amounts of money to provide computer‐based data to their managers, little is known about how, or even whether, managers use these data to learn about the business environment. This issue is explored by examining how grocery product managers use supermarket scanner data to learn about changes in the marketing environment. Managers’ stories play a central role in the four‐step process used by one product management organization as it learns from analyzing computer‐based data. First, a manager examines the data and looks for unexpected results—findings that contradict one or more of her stories about the marketing environment. If something is found, the manager carries out a relatively unstructured, multistage process to make sense out of the unexpected result. This process can be viewed as a dialogue between the result and a set of tools at the manager's disposal (including analyses of computer‐based data). Next, the manager tells the story to share her insights with peers and superiors, developing a common understanding. Finally, the manager creates an official story, which is used to “sell”; new marketing approaches to people outside the product manager organization—the sales force and supermarket buyers.