Organizational learning orientation profile and implications for strategic planning capacity

José Á.L. Sanchez, John M. Rudd, Gordon Greenley

Research output: Unpublished contribution to conferenceUnpublished Conference Paper

Abstract

Theory development on the relationship between strategic planning and organizational performance has focussed on largely discrete examinations of dependent and independent variables. While the literature has examined the impact of organizational learning on strategic planning, no holistic empirical approaches have been employed in order to fully explore the inter-play between these important constructs. This paper addresses the cited limitations in both the strategic planning and organizational performance literatures by creating profiles of organizational learning and strategic
planning capacity using a configuration theory-based approach. The organizational learning orientation profiles (OLOPs) created of prospector, disseminator, interpretative and memory, contribute to theory development regarding the relationship of strategic planning and organizational learning. The theory developed provides insights that have not been previously reported.
Original languageEnglish
Publication statusUnpublished - 2009
Event29th annual interantional conferece of Strategic Management Society - Washington DC, United States
Duration: 11 Oct 200914 Nov 2009

Conference

Conference29th annual interantional conferece of Strategic Management Society
Abbreviated titleSMS 2009
Country/TerritoryUnited States
CityWashington DC
Period11/10/0914/11/09

Keywords

  • organizational learning
  • strategic planning capacity
  • organizational learning orientation profile

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