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Learning in different modes: the interaction between incremental and radical change
Author(s) -
Petersen Anders H.,
Boer Harry,
Gertsen Frank
Publication year - 2004
Publication title -
knowledge and process management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.341
H-Index - 44
eISSN - 1099-1441
pISSN - 1092-4604
DOI - 10.1002/kpm.212
Subject(s) - danish , process (computing) , key (lock) , organizational change , knowledge management , process management , business , computer science , psychology , political science , public relations , philosophy , linguistics , computer security , operating system
The objective of the study presented in this article is to contribute to the development of theory on continuous innovation, i.e. the combination of operationally effective exploitation and strategically flexible exploration. A longitudinal case study is presented of the interaction between incremental and radical change in Danish company, observed through the lens of organizational learning. The radical change process is described in five phases, each of which had its own effects on incremental change initiatives in the company. The research identified four factors explaining these effects, all of which are related to the timely availability of key competencies. Copyright © 2004 John Wiley & Sons, Ltd.