The DOI matches its Crossref record; 10 of the 10 references it cites were found in a registry or an index.
Understanding “Strategic Learning”: Linking Organizational Learning, Knowledge Management, and Sensemaking
Abstract
Strategic learning aims to generate learning in support of future strategic initiatives that will, in turn, foster knowledge asymmetries that can lead to differences in organizational performance. From a case study of a unique organization whose purpose is to facilitate strategic knowledge distillation, it was found that this process is characterized by targeted information gathering that relies on diverse experts for interpretation as well as validation. It also embodies the organizational capability to leverage information technologies in the distillation effort, integrating them with processes for generating, storing, and transporting rich, de-embedded knowledge across multiple levels of the organization. As a result of the case study, a model of the strategic learning is developed and a series of propositions regarding its context and processes are presented based on this model. The model highlights key dimensions of strategic learning that suggest design parameters for organizations building strategic learning systems.
Overview
The claims and statistics of this paper haven’t been checked yet.
Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.
Integrity signals
Registry
Cites
Statistics
Verification
Claims the paper makes
The claims and statistics of this paper haven’t been checked yet.
Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.
Self-check
Percentages, sums and reported differences re-computed from the paper’s own numbers.
The self-check needs the paper’s full text.
Citations
Cites
Exploration and Exploitation in Organizational Learning
March, J. G. (1991) · Organization Science · doi:10.1287/orsc.2.1.71 · Cited by 21,942
A Dynamic Theory of Organizational Knowledge Creation
Nonaka, I. (1994) · Organization Science · doi:10.1287/orsc.5.1.14 · Cited by 17,809
Organizational Information Requirements, Media Richness and Structural Design
Daft, R. L., & Lengel, R. H. (1986) · Management Science · doi:10.1287/mnsc.32.5.554 · Cited by 9,868
Organizational learning: The contributing processes and the literatures
Huber, G. P. (1991) · Organization Science · doi:10.1287/orsc.2.1.88 · Cited by 8,072
An introduction to cybernetics
Ashby, W. R. (1956) · doi:10.5962/bhl.title.5851 · Cited by 7,578
Grant, R. M. (1996) · Organization Science · doi:10.1287/orsc.7.4.375 · Cited by 5,649
A Resource-Based Theory of the Firm: Knowledge Versus Opportunism
Conner, K. R., & Prahalad, C. K. (1996) · Organization Science · doi:10.1287/orsc.7.5.477 · Cited by 3,146
Eisenhardt, K. M., & Schoonhoven, C. B. (1996) · Organization Science · doi:10.1287/orsc.7.2.136 · Cited by 2,672
Actualizing organizational memory with information systems
Stein, E. W., & Zwass, V. (1995) · Information Systems Research · doi:10.1287/isre.6.2.85 · Cited by 843
Walsh, J. P., & Ungson, G. R. (1991) · The Academy of Management Review · doi:10.2307/258607 · Cited by 835
Cited by
Seeking Qualitative Rigor in Inductive Research: Notes on the Gioia Methodology
Gioia, D. A., Corley, K. G., & Hamilton, A. L. (2013) · Organizational Research Methods · doi:10.1177/1094428112452151 · Cited by 13,227
Sensemaking in organizations: Taking stock and moving forward
Maitlis, S., & Christianson, M. (2014) · Academy of Management Annals · doi:10.5465/19416520.2014.873177 · Cited by 1,764
Rashman, L., Withers, E., & Hartley, J. (2009) · International Journal of Management Reviews · doi:10.1111/j.1468-2370.2009.00257.x · Cited by 394
Qualitative research in marketing: what can academics do better?
Crick, J. M. (2021) · Journal of Strategic Marketing · doi:10.1080/0965254x.2020.1743738 · Cited by 172
Metadata
- Authors
- Thomas, J. B., Sussman, S. W., & Henderson, J. C.
- Venue
- Organization Science
- Published
- 2001-06
- Volume
- 12
- Issue
- 3
- Pages
- 331-345
- ISSN
- 1047-7039 (ISSN-L)
- 1526-5455
- OpenAlex
- W1997188830
- Cited by
- 340
- References
- 10
- FWCI
- 14.93
- Type
- journal article
- Language
- en
- Open access
- closed
About these checks
Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
Statistics and arithmetic are recomputed, not judged.
Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
Are you an author, or do you see a problem with this page? Request a review
How to cite
Cite CoChat for the checks on this page, and the paper for its own findings.
- This page
- CoChat. (2026). Citation check: Understanding “Strategic Learning”: Linking Organizational Learning, Knowledge Management, and Sensemaking. https://app.cochat.ai/papers/10.1287/orsc.12.3.331.10105
- The paper
- Thomas, J. B., Sussman, S. W., & Henderson, J. C. (2001). Understanding “Strategic Learning”: Linking Organizational Learning, Knowledge Management, and Sensemaking. Organization Science. https://doi.org/10.1287/orsc.12.3.331.10105
Data sources
Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
