Organizational Learning and Management of Technology

Abstract

Organizational learning includes processes of creating, retaining and transferring knowledge and has implications for the performance and competitiveness of organizations. Given the knowledge‐based view of resources inherent in management of technology (MOT), in this study, we adopt an organizational learning framework that considers knowledge to be embedded in three major components of organizations—members, tasks and tools—and the networks formed by crossing them. We present research related to these components that is most applicable to MOT. In suggesting future research in MOT, we explicate the framework further by proposing that learning occurs in an organizational context.