By J. Johanson
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Extra resources for Business Network Learning (International Business and Management)
When this proposition applies, any attempt to manage the behaviour of the organization will require a shift in focus away from the way the organization allocates and structures its internal resources and towards the way it relates its own activities and resources to those of the other parties that constitute its context (Hakansson and Snehota, 1989, p. 198). Learning in this framework, then, occurs through the interaction processes of individuals, and it is not easy to detach organizational learning from strategic learning.
B. MEZNAR, 1995, The Social Construction of Organizational Learning: Conceptual and Practical Issues in the Field, Human Relations, vol. 48/ 7, 727-746. J. and D. ROBEY, 1991, "Information Technology and the Structuring of Organizations", Information Systems Research, vol. 2/2, pp. 143-169. PEXTLAND, B. , 1995, Information systems and organizational learning: The social epistemology of organizational knowledge systems, Accounting, Management & Information Technology, vol. 5, 1-21. , 1998, Learning from Collaboration: Knowledge and Networks in the Biotechnology and Pharmaceutical Industries California Management Review, Spring, vol.
Firstly, there is a difference in the focus on learning and where it takes place. The business relationship framework focuses on the learning taking place between firms, whilst Kaplan and Norton's focus is on the learning inside the firm. Secondly, because the individual customer (or supplier) is known, and the 37 Lars Frimanson and Johnny Lind firm has an established relationship with it, it is to some extent possible for the firm to control interorganizational learning. With these two observations as a point of departure, an empirical case will be used to illustrate differences between the two learning settings outlined above.