Editing Organizational learning (section)

=== Barriers in organizational learning from 4I framework ===

Developed by Crossan, Lane and White (1999) the 4I framework of organizational learning consists of four social processes; intuiting, interpreting, integrating and institutionalizing. It is proposed by Crossan et al. (1999)<ref name="CROSSAN-M-1999" /> that organizational learning is a dynamic and iterative process between exploration and exploitation (March 1991)<ref>{{Cite journal|last=March|first=J. G.|date=1991|title=Exploration and Exploitation in Organizational Learning|journal=Organization Science|volume=2|pages=71–87|doi=10.1287/orsc.2.1.71}}</ref> with feed forward flowing from individual level to organizational level and feedback from organizational to individual. A pivotal characteristic of the framework is the relationship and interplay between action and cognition that it assumes and portrays. It is a framework that was developed to specifically address the phenomenon of strategic renewal.<ref name=CROSSAN-M-1999>{{cite journal | last1 = Crossan | first1 = Mary M. | last2 = Lane | first2 = Henry W. | last3 = White | first3 = Roderick E. | year = 1999 | title = "An Organizational Learning Framework: From Intuition to Institution". The | journal = Academy of Management Review | volume = 24 | issue = 3| pages = 522–537 | doi = 10.2307/259140 | jstor = 259140 }}</ref>

J. Schilling and A. Kluge (2009) have contributed to the M. Crossan, H. Lane and R. White (1999) 4I framework of organizational learning by identifying the barriers to the learning process. There is a wide variety of barriers in every level of each learning process identified as actional-personal, structural-organizational and societal-environmental.<ref name="Schilling, Jan 2370">{{cite journal | last1 = Schilling | first1 = Jan | last2 = Kluge | first2 = Annette | year = 2009 | title = Barriers to organizational learning: An integration of theory and research | journal = International Journal of Management Reviews | volume = 11 | issue = 3| pages = 337–360 | doi = 10.1111/j.1468-2370.2008.00242.x | s2cid = 143715152 }}</ref>

Actional-personal barriers include such as individual attitudes, thinking, and behavior. Structural-organizational barriers are based in organizational technology, strategy, culture and formality of regulations. In addition to the 4I model, environment is also considered as relevant at all individual, group and organization levels and that is why societal-environmental barriers are also considered. Intuition process barriers are related to individual's lack of motivation or such as what is the freedom in the organization to 'think out of the box'. Societal-environmental barriers of intuition process relate e.g. to the unclear success criteria of the branch of the organization or to cultural misunderstandings. Interpretation process barrier can be e.g. lack of status or a conflict in a relationship between innovator and the group. Integration process barriers that take place at the organizational level can be such as the willingness to maintain positive self-image or the fear of punishment. If the idea is against beliefs commonly held in the industry, the whole sector might reject the idea. A major barrier is, if there is no top management's support for the innovative idea. A barrier to institutionalization process is when something previously learned has been forgotten – an innovation or lesson has not been put to practice so that it would become embedded into the structure, procedures and strategy. Some teams or employees may not have enough skills or knowledge to absorb the innovation or there is not enough trust towards the innovation. Management may also have a lack of skills to implement the innovation.<ref name="Schilling, Jan 2370"/>