Knowledge creation and competitive advantage in turbulent environments: a process model of organizational learning

Abstract

This qualitative longitudinal study observed the strategy process of several Spanish banks at the turn of the century, where the industry was undergoing a structural transformation due to the threat of Internet banking. We develop a model of organizational learning informed by an integration of findings from a qualitative study with theoretical perspectives from the strategy, knowledge creation, and learning literatures. The model is then used to compare and contrast the different learning processes that led these banks to the development and implementation of diverse Internet banking strategies, and to draw preliminary conclusions regarding the potential relationships between the learning processes used, the strategies chosen, and their performance outcomes.

Keywords:

• case study/studies
• knowledge creation
• organizational learning

Additional information

Notes on contributors

María P Salmador

About the authors

María Paz Salmador obtained her Ph.D. in Business Administration from Universidad Autónoma de Madrid. She is Assistant Professor of Strategic Management at Universidad Autónoma de Madrid (Spain) and Senior Researcher in the Knowledge Society Research Centre in the Science Park of Madrid. Previously, she was Visiting Researcher at the Japan Advanced Institute of Science and Technology (Ishikawa, Japan), and at the National North-Western University (Resistencia, Argentina), and Senior Fulbright Scholar at Texas A&M (U.S.A.).

Juan Florín

Juan Florín obtained his Ph.D. in Business Administration from the University of Connecticut. He is Visiting Associate Professor of Management at the University of New Hampshire. Previously, he was Visiting Assistant Professor at the University of Connecticut and Assistant Professor at Bryant University (U.S.A.).