Use this URL to cite or link to this record in EThOS: https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.789650
Title: Enhancing performance in manufacturing networks : organizational learning as a means to increase performance
Author: Arnoldsen, L.
ISNI:       0000 0004 8501 5809
Awarding Body: University of Liverpool
Current Institution: University of Liverpool
Date of Award: 2019
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Abstract:
This research thesis offers an analysis of organizational learning as it unfolds in the context of performance management and a facilitator of strategic renewal within the LMIOP organization of Novo Nordisk. Organizational learning is, in the current context, recognized to consist of both exploitative and explorative activities for the organization to achieve a continued learning trajectory as suggested in Crossan et al's (1999) 4I model of organizational learning. Three action research cycles demonstrate how the organization balances the use of known knowledge from the legacy systems and the new knowledge created from learning inspired by external sources. Furthermore, the research cycles illustrate how the organization benefits from the temporary event-structures to create the social context for learning to occur. The research also shows the importance of artefacts and metaphors to help integrating individual's intuition in organizational learning. The action research cycles have practical implications for the participating members of the organization and me as leader of the LMIOP organization. The work adds to academic knowledge via the empirical evidence of the linkage between organizational learning and increased organizational performance. The work also adds to practice as the knowledge from academia is applied in practice in a real-time change organization. The research has taken place in the Danish pharmaceutical company Novo Nordisk during 2017 and 2018.
Supervisor: Macpherson, Allan ; Nolan, Terry Sponsor: Not available
Qualification Name: Thesis (D.B.A.) Qualification Level: Doctoral
EThOS ID: uk.bl.ethos.789650  DOI:
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