The issue of knowledge creation has become more important in the recent global market. In light of firms' knowledge creation, many researchers emphasize the role of organizational learning in that process. The primary objective of this thesis is to investigate formal and informal learning processes embedded in organizations (firms) and identify the relationship between the learning processes and the firms' decision making entities. The research is based on in-depth qualitative information and data on eight product development projects in electronic, automobile, and aircraft manufacturing industries.
This thesis consists of three parts. The first part contains a literature review and a research framework. The analysis draws on the literature on organizational learning and decision science. The second part deals with case studies from the three industries. Each case is analyzed in terms of three important dimensions, i.e., i) the organizational learning process as suggested by Mintzberg, ii) a decision making entity, and iii) institutional characteristics. Finally, based on the above analysis, four different types of organizational learning process are suggested for manufacturing firms.
Each learning process is characterized by the number of decision cycles and its associated interrupts during the process. We suggest four types of learning process. The CCP (Continuous Comparative Process) goes through benchmarks and imitative 'reverse engineering' to compare the firm's knowledge level with its advanced competitors', in order to better understand product and market environments. The FDP (Formal Development Process) is a concurrent engineering model, but tries to minimize the number of interrupts during the learning process. The CDP (Cooperative Development Process)is associated with technology projects led by governments, and thus it cannot resolve ambiguity effectively by relying on mutual interests. The UDP (Unique Development Process) is a project type that introduces new products in a new market for the first time. Preliminary measures suggest that the CCP is useful for a follower company in competition and development. For securing a competitive advantage, a company needs to seek for unique technology and know-how through CCP. Also, a company adapting the UDP should consider minimizing the interrupts and the duration at the diagnosis routine.
The research also indicates that the institutional characteristics are related with the typology of the learning process. It is observed that all CCP cases have endogenous factors and other processes have exogenous factors. An exogenous process seems to cause more external interrupts than an endogenous process. However, it can get under control those interrupts through effective operations and concurrent engineering as in FDP.
We believe the research outcomes could help managers understand their organizational learning processes for acquiring new technology effectively.
