Editing Organizational learning (section)

=== Knowledge creation ===
Knowledge creation specifically concerns [[Experience]] that can be embedded within the organization. Experience is knowledge generated by direct exposure to the subject. This direct exposure is through tasks involving the needs, processes, and environment of the organization. Explicit and tacit knowledge are reinforced and become contextualized when the organization gains knowledge. While experience can produce outputs in data, information, or knowledge, experience in the form of knowledge is useful since this can be transferred, retained, and tacitly or explicitly utilized within organizational processes. Knowledge creation connects to creativity and its relationship to experience.<ref name="Argote 20113">{{cite journal|last1 = Argote|first1 = L.|title = Organizational learning research: Past, present and future|journal = Management Learning|volume = 42|issue = 4|year = 2011|pages = 439–446|issn = 1350-5076|doi = 10.1177/1350507611408217|s2cid = 145490839}}</ref><ref>{{cite journal | last1 = Taylor | first1 = A | last2 = Greve | first2 = HR | year = 2006 | title = Superman or the fantastic four? Knowledge combination and experience in innovative teams | journal = Academy of Management Journal | volume = 49 | issue = 4| pages = 723–740 | doi=10.5465/amj.2006.22083029| s2cid = 144849651 }}</ref><ref>{{cite journal | last1 = Audia | first1 = PG | last2 = Goncalo | first2 = JA | year = 2007 | title = Past success and creativity over time: A study of inventors in the hard disk drive industry | doi = 10.1287/mnsc.1060.0593 | journal = Management Science | volume = 52 | issue = 1| pages = 1–15 | url = http://digitalcommons.ilr.cornell.edu/cgi/viewcontent.cgi?article=1026&context=articles | hdl = 1813/75941 | s2cid = 1192620 | hdl-access = free }}</ref> Compared to knowledge transfer and knowledge retention, knowledge creation has not received much research attention.<ref>{{cite journal | last1 = Antonacopoulou | first1 = EP | year = 2009 | title = Impact and scholarship: Unlearning and practicing to co-create actionable knowledge | journal = Management Learning | volume = 40 | issue = 4| pages = 421–430 | doi=10.1177/1350507609336708| s2cid = 144772923 }}</ref>

''Dimensions of experience'' are aspects of experience that impact the form and function of knowledge creation.<ref>Argote L and Ophir R (2002) Intraorganizational learning. In: Baum JAC (ed.) Companion to Organizations. Oxford: Blackwell, 181–207.</ref><ref>Schulz M (2002) Organizational learning. In: Baum JAC (ed.) The Blackwell Companion to Organizations. Oxford: Blackwell Business, 415–441.</ref><ref>Ingram P (2002) Interorganizational learning. In: Baum JAC (ed.) The Blackwell Companion to Organizations. Oxford: Blackwell Business, 181–207.</ref><ref>Argote, L., B. McEvily, R. Reagans. 2003. Managing knowledge in organizations: An integrative framework and review emerging themes.. Management Sci. 49(4) 571–582.</ref><ref>Argote, L., G. Todorova. 2007. Organizational learning: Review and future directions. G. P. Hodgkinson, J. K. Ford, eds. International Review of Industrial and Organizational Psychology.Wiley, New York, 193–234.</ref>
* The ''organizational dimension'' refers to the directness or indirectness of experience acquired in addition to the configurations of individuals, units, and networks.<ref>{{cite journal | last1 = Levitt | first1 = B | last2 = March | first2 = JG | year = 1988 | title = Organizational learning | journal = Annual Review of Sociology | volume = 14 | pages = 319–340 | doi=10.1146/annurev.soc.14.1.319| doi-access =  }}</ref><ref>{{cite journal | last1 = Kim | first1 = P. H. | year = 1997 | title = When what you know can hurt you: A study of experiential effects on group discussion and performance | journal = Organizational Behavior and Human Decision Processes| volume = 69 | issue = 2| pages = 165–177 | doi=10.1006/obhd.1997.2680}}</ref><ref>{{cite journal | last1 = Taylor | first1 = A. | last2 = Greve | first2 = H.R. | year = 2006 | title = Superman or the fantastic four? Knowledge combination and experience in innovative teams | journal = Academy of Management Journal | volume = 49 | issue = 4| pages = 723–40 | doi=10.5465/amj.2006.22083029| s2cid = 144849651 }}</ref> 
* The ''spatial dimension'' refers to the geographic concentration or dispersion of the experience.<ref>{{cite journal | last1 = Cramton | first1 = C. D. | year = 2001 | title = The mutual knowledge problem and its consequences for dispersed collaboration | journal = Organ Sci| volume = 12 | issue = 3| pages = 346–371 | doi=10.1287/orsc.12.3.346.10098}}</ref><ref>{{cite journal | last1 = Gibson | first1 = CB | last2 = Gibbs | first2 = JL | year = 2006 | title = Unpacking the concept of virtuality: The effects of geographic dispersion, electronic dependence, dynamic structure, and national diversity on team innovation | journal = Administrative Science Quarterly | volume = 51 | issue = 3| pages = 451–495 | doi=10.2189/asqu.51.3.451| s2cid = 10856839 }}</ref><ref>Argote L, Denomme C and Fuchs E. Organizational learning across boundaries: The effect of geo- graphic distribution on organizational learning and knowledge transfer. Easterby-Smith M and Lyles M (eds) Handbook on Organizational Learning and Knowledge Management. Oxford: Wiley-Blackwell.</ref> 
* The ''temporal dimension'' refers to frequency and pace at which the experience is acquired or its temporal relation to a task.<ref>{{cite journal | last1 = Herriott | first1 = S. R. | last2 = Levinthal | first2 = D. | last3 = March | first3 = J.G. | year = 1985 | title = Learning from experience in organizations | journal = American Economic Review | volume = 75 | pages = 298–302 }}</ref><ref>{{cite journal | last1 = Levinthal | first1 = D. A. | last2 = March | first2 = J. G. | year = 1981 | title = A model of adaptive organizational search | journal = Journal of Economic Behavior and Organization | volume = 2 | issue = 4| pages = 307–333 | doi=10.1016/0167-2681(81)90012-3}}</ref><ref>{{cite journal | last1 = Pisano | first1 = GP | year = 1994 | title = Knowledge, integration, and the locus of learning: An empirical analysis of process development | journal = Strategic Management Journal | volume = 15 | issue = S1| pages = 85–100 | doi=10.1002/smj.4250150907}}</ref>
* The ''content dimension'' refers to the subject task or unit, outcome,<ref>{{cite journal | last1 = Sitkin | first1 = S.B. | year = 1992 | title = Learning through failure: The strategy of small losses. Res. Organ | journal = Behaviour | volume = 14 | pages = 231–266 }}</ref><ref>Sitkin SB (1996) Learning through failure: The strategy of small losses. In: Cohen MD and Sproull LS (eds)
Organizational Learning. Thousand Oaks, CA: Sage, 541–578.</ref><ref>{{cite journal | last1 = Denrell | first1 = J. | last2 = March | first2 = J. | year = 2001 | title = Adaptation as information restriction: The hot stove effect | journal = Organ Sci| volume = 12 | issue = 5| pages = 523–538 | doi=10.1287/orsc.12.5.523.10092}}</ref><ref>Kim, June-Young, Jay Kim, and Anne S. Miner. Can new firms learn from their own experience? The impact of success and recovery experience." ''Organizational Science''</ref> novelty,<ref>Lampel, J., J. Shamsie & Z. Shapira. In press. Special Issue on Learning from Rare Events. ''Organ. Sci.''</ref><ref>{{cite journal | last1 = March | first1 = J. G. | last2 = Sproull | first2 = L.S. | last3 = Tamuz | first3 = M. | year = 1991 | title = Learning from samples of one or fewer | journal = Organ Sci | volume = 2 | issue = 1| pages = 1–14 | doi=10.1287/orsc.2.1.1 | pmid = <!--none--> | pmc = <!--none--> }}; Reprinted: {{cite journal | pmc = 1758026 | pmid=14645764 | doi=10.1136/qhc.12.6.465 | volume=12 | title=Learning from samples of one or fewer. 1991 | year=2003 | journal=Qual Saf Health Care | pages=465-71; discussion 471-2  | last1 = March | first1 = JG | last2 = Sproull | first2 = LS | last3 = Tamuz | first3 = M| issue=6 }}</ref><ref>{{cite journal | last1 = Katila | first1 = R. | last2 = Ahuja | first2 = G. | year = 2002 | title = Something old, something new: A longitudinal study of search behavior and new product introduction | journal = Academy of Management Journal | volume = 45 | issue = 6| pages = 1183–1194 | doi=10.2307/3069433| jstor = 3069433 | citeseerx = 10.1.1.335.1453 }}</ref> heterogeneity,<ref name="Sullivan BN 20022">{{cite journal | last1 = Haunschild | first1 = PR | last2 = Sullivan | first2 = BN | year = 2002 | title = Learning from complexity: Effects of prior accidents and incidents on airlines' learning | journal = Administrative Science Quarterly | volume = 47 | issue = 4| pages = 609–643 | doi=10.2307/3094911| jstor = 3094911 | hdl = 2152/29294 | s2cid = 143856368 | hdl-access = free }}</ref> and ambiguity.<ref>{{cite journal | last1 = Bohn | first1 = RE | year = 1995 | title = Noise and learning in semiconductor manufacturing | journal = Management Science | volume = 41 | issue = 1| pages = 31–42 | doi=10.1287/mnsc.41.1.31}}</ref><ref>{{cite journal | last1 = Repenning | first1 = N. P. | last2 = Sterman | first2 = J.D. | year = 2002 | title = Capability traps and self-confirming attribution errors in the dynamics of process improvement | journal = Administrative Science Quarterly | volume = 47 | issue = 2| pages = 265–295 | doi=10.2307/3094806| jstor = 3094806 | s2cid = 11414519 }}</ref>
* The ''artificiality dimension'' refers to the directness of the experience and the degree to which the experience is fabricated, adapted, or transcribed.