Editing Organizational learning (section)

=== Communities of learning ===
Organizations gain knowledge in one of the four organizational communities of [[learning]]: individual, team, organizational, and inter-organizational. Organizational learning "involves the process through which organizational communities (e.g. groups, departments, divisions) change as a result of experience." An example of organizational learning is a hospital surgical team learning to use new technology that will increase efficiency.<ref>[[Argote, Linda]]. "Intraorganizational Learning." UNC Classes. UNC. Web. 11 Dec. 2014.</ref>
* ''Individual learning'' is the smallest community at which learning can occur. An individual learns new skills or ideas, and their productivity at work may increase as they gain expertise. The individual can decide whether or not to share their knowledge with the rest of the group. If the individual leaves the group and doesn't share their knowledge before leaving, the group loses this knowledge.<ref name="Wilson, Jeanne M. 20073">{{cite journal | last1 = Wilson | first1 = Jeanne M. | author-link2 = Paul S. Goodman | last2 = Goodman | first2 = Paul S. | last3 = Cronin | first3 = Matthew A. | year = 2007 | title = Group Learning | journal = Academy of Management Review | volume = 32 | issue = 4| pages = 1041–59 | doi=10.5465/amr.2007.26585724}}</ref> In their study of software development, Boh, Slaughter and Espinosa (2007) found that individuals were more productive the more specialized experience they had with a certain system.<ref name="Argote Spektor4" />
* ''Group learning'' is the next largest community<ref>{{cite book |last1=Wenger |first1=Etienne |title=Communities of Practice: Learning, Meaning, and Identity |date=1998 |publisher=Cambridge University Press}}Argote, L., Gruenfeld, D., and Naquin, C. "Group learning in organizations."
Groups at Work: Advances in Theory and Research, ed., M. E. Turner
(Lawrence Erlbaum, 2001).</ref> There are conflicting definitions of group learning among researchers studying it. One belief is that group learning is a process in which a group takes action, gets feedback, and uses this feedback to modify their future action.<ref>{{cite journal | last1 = Sole | first1 = D. | last2 = Edmondson | first2 = A. C. | year = 2002 | title = Situated knowledge and learning in dispersed teams | url = http://nrs.harvard.edu/urn-3:HUL.InstRepos:37907101| journal = British Journal of Management | volume = 13 | issue = S2 | pages = S17–S34 | doi=10.1111/1467-8551.13.s2.3| s2cid = 16422610 }}</ref> Another belief is that group learning happens when a member shares their individual knowledge with other group members. Others have suggested that group learning is primarily a process of error detection and correction<ref>Argyris,C. and Schön, D. Organizational Learning: Theory, method and practice.(New York: Addison-Wesley, 1995)</ref> or that group learning is primarily about the processes of interpretation and integration.<ref>{{cite journal | last1 = Crossan | first1 = M.M | last2 = Lane | first2 = H.W. | last3 = White | first3 = R.E. | year = 1999 | title = An organizational learning framework: From learning to institution | journal = Academy of Management Review | volume = 24 | pages = 522–537 | doi = 10.5465/amr.1999.2202135 }}</ref> Once this happens, individual learning turns into group learning.<ref name="Wilson, Jeanne M. 20073" /> Reagans, Argote, and Brooks (2005) studied group learning by examining joint-replacement surgery in teaching hospitals. They concluded that "increased experience working together in a team promoted better coordination and teamwork."<ref>Edmondson, A.C., J.R. Dillon, and K.S. Roloff (2007). Three perspectives on team learning: Outcome improvement, task mastery, and group process. In A. Brief and [[James P. Walsh|J. Walsh]] (Eds.), The Academy of Management Annals, Volume 1.</ref> Working together in a team also allowed members to share their knowledge with others and learn from other members. To sum up the different definitions cover following aspects: task independence (what one group member does affects and is affected by another group member); social psychological awareness (members perceive themselves as a group and are perceived as a group); and social embeddedness (the group exists in a larger social system).<ref>Argote, L., (2013). Organizational Learning:Creating, Retaining and transferring knowledge, Springer Science + Business Media New York, 115-146</ref>

* ''Organizational learning'' is the way in which an organization creates and organizes knowledge relating to their functions and culture. Organizational learning happens in all of the organization's activities, and it happens in different speeds. The goal of organizational learning is to successfully adapt to changing environments, to adjust under uncertain conditions, and to increase efficiency.<ref>{{cite journal | last1 = Dodgson | first1 = Mark | year = 1993 | title = Organizational learning: a review of some literatures | journal = Organization Studies | volume = 14 | issue = 3| pages = 375–394 | doi=10.1177/017084069301400303| s2cid = 146404914 }}</ref> According to Argote (1993), managers in manufacturing plants saw organization learning occur when they found ways to make individual workers more proficient, improve the organization's "technology, tooling, and layout," improve the organization's structure, and determine the organization's strengths.<ref name="Argote Book5" />
* ''Interorganizational learning'' is the way in which different organizations in an alliance collaborate, share knowledge, and learn from one another. An organization is able to improve its "processes and products by integrating new insights and knowledge" from another organization.<ref name="Tucker, Anita L. 20073">{{cite journal | last1 = Tucker | first1 = Anita L. | last2 = Nembhard | first2 = Ingrid M. | last3 = Edmondson | first3 = Amy C. | year = 2007 | title = Implementing new practices: an empirical study of organizational learning in hospital intensive care units | journal = Management Science | volume = 53 | issue = 6| pages = 894–907 | doi=10.1287/mnsc.1060.0692}}</ref> By learning from another organization, an organization is able to cut time costs, decrease the risks associated with problem solving, and learn faster. Learning from another organization can mean either applying the same ideas used by that organization or modifying these ideas, thereby creating innovation.<ref name="Tucker, Anita L. 20073" /> Inter-organizational learning occurs frequently in fixed business models, such as franchising. The franchisee looking to use the franchisor's brand has to learn how to use the organization's business model before starting a franchise.<ref>{{cite journal | last1 = Hjalager | first1 = Anne-Mette | year = 1999 | title = Interorganizational Learning Systems | journal = Human Systems Management | volume = 18 | issue = 1| page = 23 | doi = 10.3233/HSM-1999-18104 }}</ref>