Learning to Innovate

OPEN ARCHIVE

Union Jack
Dannebrog

Learning to Innovate

Show simple item record

dc.contributor.author Mei, Maggie Qiuzhu
dc.date.accessioned 2014-03-21T08:17:01Z
dc.date.available 2014-03-21T08:17:01Z
dc.date.issued 2014-03-21
dc.identifier.isbn 9788793155145
dc.identifier.isbn 9788793155152
dc.identifier.issn 0906-6934
dc.identifier.uri http://hdl.handle.net/10398/8898
dc.description.abstract Innovation is the engine of sustained organizational performance and is central to organizations’ competitive advantage. In an effort to understand how to foster innovation at firms, extant research has highlighted the role of organizational learning in shaping innovation capabilities at firms. Motivated by the importance of innovation, this PhD dissertation aims to improve our understanding of the complex relationship between organizational learning and innovation capabilities at firms. The dissertation consists of three studies using various datasets and methodologies that investigate the relationship between organizational learning and innovation creation in an organizational context. Taking a nuanced view of organizational learning, the dissertation investigates how three different organizational learning processes could affect innovation creation at the firm level and project level. Specifically, essay 1 focuses on how to manage ambidextrous learning for superior radical and incremental innovation capabilities; essay 2 examines how learning through knowledge sharing in the context of standard setting impacts on firms’ innovation performance; and essay 3 moves down to project level and explores how and when strategic decision comprehensiveness can affect new product development performance. Taken together, though examining three separate approaches that firms employ to manage organizational learning for innovation creation, the three studies in this dissertation collectively contribute to the understanding of managing organizational learning for innovation creation at firms. The three studies in this dissertation show how three prominent organizational learning processes impact on firms’ innovation performance. Furthermore, the studies in this dissertation emphasize that there are limitation and boundary conditions for different organizational learning processes. en_US
dc.format.extent 172 en_US
dc.language eng en_US
dc.relation.ispartofseries PhD Series;07.2014
dc.title Learning to Innovate en_US
dc.type phd en_US
dc.contributor.corporation Copenhagen Business School. CBS en_US
dc.contributor.department Institut for Innovation og Organisationsøkonomi en_US
dc.contributor.departmentshort INO en_US
dc.contributor.departmentuk Department of Innovation and Organizational Economics en_US
dc.contributor.departmentukshort INO en_US
dc.publisher.city Frederiksberg en_US
dc.publisher.year 2014 en_US
dc.title.subtitle The Role of Ambidexterity, Standard, and Decision Process en_US


Creative Commons License This work is licensed under a Creative Commons License.

Files Size Format View
Maggie_Mei.pdf 915.8Kb PDF View/Open PhD-afhandling

This item appears in the following Collection(s)

Show simple item record