Organizational and Perceived Learning in the Workplace: A Multilevel Perspective on Employees’ Problem Solving

Published Online:https://doi.org/10.1287/orsc.2018.1274

References

  • Adler PS (1999) Building better bureaucracies. Acad. Management Executive 13(4):36–47.Google Scholar
  • Anderson EG Jr, Lewis K (2013) A dynamic model of individual and collective learning amid disruption. Organ. Sci. 25(2):356–376.LinkGoogle Scholar
  • Angrist JD, Pischke JS (2009) Mostly Harmless Econometrics: An Empiricist’s Companion (Princeton University Press, Princeton, NJ).CrossrefGoogle Scholar
  • Argyris C (1976) Single-loop and double-loop models in research on decision making. Admin. Sci. Quart. 21(3):363–375.CrossrefGoogle Scholar
  • Barrales‐Molina V, Bustinza ÓF, Gutiérrez‐Gutiérrez LJ (2013) Explaining the causes and effects of dynamic capabilities generation: A multiple‐indicator multiple‐cause modelling approach. British J. Management 24(4):571–591.CrossrefGoogle Scholar
  • Baer M, Dirks KT, Nickerson JA (2013) Microfoundations of strategic problem formulation. Strategic Management J. 34(2):197–214.CrossrefGoogle Scholar
  • Baeten M, Kyndt E, Struyven K, Dochy F (2010) Using student-centred learning environments to stimulate deep approaches to learning: Factors encouraging or discouraging their effectiveness. Ed. Res. Rev. 5(3):243–260.CrossrefGoogle Scholar
  • Bliese PD (2000) Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis. Klein KJ, Kozlowski SWJ, eds. Multilevel Theory, Research, and Methods in Organizations: Foundations, Extensions, and New Directions (Jossey-Bass, San Francisco), 349–381.Google Scholar
  • Boh WF, Wong SS (2015) Managers vs. co-workers as referents: Comparing social influence effects on within- and outside-subsidiary knowledge sharing. Organ. Behav. Human Decision Processes 126:1–17.CrossrefGoogle Scholar
  • Bonaccio S, Dalal RS (2006) Advice taking and decision-making: An integrative literature review, and implications for the organizational sciences. Organ. Behav. Human Decision Processes 101(2):127–151.CrossrefGoogle Scholar
  • Bradley JR, Willett J (2004) Cornell students participate in Lord Corporation’s Kaizen projects. Interfaces 34(6):451–459.LinkGoogle Scholar
  • Brislin RW (1980) Translation and content analysis of oral and written materials. Triandis HC, Berry JW, eds. Handbook of Cross-Cultural Psychology: Methodology, 2nd ed. (Allyn Bacon, Boston), 389–444.Google Scholar
  • Brooks AW, Gino F, Schweitzer ME (2015) Smart people ask for (my) advice: Seeking advice boosts perceptions of competence. Management Sci. 61(6):1421–1435.LinkGoogle Scholar
  • Brown JS, Duguid P (1991) Organizational learning and communities-of-practice: Toward a unified view of working, learning, and innovation. Organ. Sci. 2(1):40–57.LinkGoogle Scholar
  • Burstein, L (1980) The analysis of multilevel data in educational research and evaluation. Rev. Res. Ed. 8:158–233.Google Scholar
  • Campbell D (2012) Public managers in integrated services collaboratives: What works is workarounds. Public Admin. Rev. 72(5):721–730.CrossrefGoogle Scholar
  • Cannon MD, Edmondson AC (2001) Confronting failure: Antecedents and consequences of shared beliefs about failure in organizational work groups. J. Organ. Behav. 22(2):161–177.CrossrefGoogle Scholar
  • Carmeli A, Gittell JH (2009) High-quality relationships, psychological safety, and learning from failures in work organizations. J. Organ. Behav. 30(6):709–729.CrossrefGoogle Scholar
  • Chan D (1998) Functional relations among constructs in the same content domain at different levels of analysis: A typology of composition models. J. Appl. Psych. 83(2):234.CrossrefGoogle Scholar
  • Choo AS, Nag R, Xia Y (2015) The role of executive problem solving in knowledge accumulation and manufacturing improvements. J. Oper. Management 36:63–74.CrossrefGoogle Scholar
  • Connelly CE, Zweig D, Webster J, Trougakos JP (2012) Knowledge hiding in organizations. J. Organ. Behav. 33(1):64–88.CrossrefGoogle Scholar
  • Cosmides L (1989) The logic of social exchange: Has natural selection shaped how humans reason? Studies with the Wason selection task. Cognition 31(3):187–276.CrossrefGoogle Scholar
  • Cowan R, Foray D (1997) The economics of codification and the diffusion of knowledge. Indust. Corporate Change 6(3):595–622.CrossrefGoogle Scholar
  • Cowan R, David PA, Foray D (2000) The explicit economics of knowledge codification and tacitness. Indust. Corporate Change 9(2):211–253.CrossrefGoogle Scholar
  • Curran PJ (2003) Have multilevel models been structural equation models all along? Multivariate Behav. Res. 38(4):529–569.CrossrefGoogle Scholar
  • Cyert RM, March JG (1963) A Behavioral Theory of the Firm (Prentice Hall, Englewood Cliffs, NJ).Google Scholar
  • Dansereau F, Alutto JA, Yammarino FJ (1984) Theory Testing in Organizational Behavior: The Varient Approach (Prentice Hall, Englewood Cliffs, NJ).Google Scholar
  • Day DV, Lord RG (1992) Expertise and problem categorization: the role of expert processing in organizational sense-making. J. Management Stud. 29(1):35–47.CrossrefGoogle Scholar
  • Decety J, Grèzes J (2006) The power of simulation: imagining one’s own and other’s behavior. Brain Res. 1079(1):4–14.CrossrefGoogle Scholar
  • de Leeuw D, Hox JJ, Dillman DA (2008) International Handbook of Survey Methodology (Taylor & Francis Group, New York).Google Scholar
  • De Mast J, Lokkerbol J (2012) An analysis of the Six Sigma DMAIC method from the perspective of problem solving. Internat. J. Production Econom. 139(2):604–614.CrossrefGoogle Scholar
  • Dittrich K, Guérard S, Seidl D (2016) Talking about routines: The role of reflective talk in routine change. Organ. Sci. 27(3):678–697.LinkGoogle Scholar
  • Dutton JM, Thomas A (1984) Treating progress functions as a managerial opportunity. Acad. Management Rev. 9(2):235–247.CrossrefGoogle Scholar
  • D’Zurilla TJ, Goldfried MR (1971) Problem solving and behavior modification. J. Abnormal Psych. 78(1):107.CrossrefGoogle Scholar
  • Edmondson A (1999) Psychological safety and learning behavior in work teams. Admin. Sci. Quart. 44(2):350–383.CrossrefGoogle Scholar
  • Edmondson AC (2003) Speaking up in the operating room: How team leaders promote learning in interdisciplinary action teams. J. Management Stud. 40(6):1419–1452.CrossrefGoogle Scholar
  • Edmondson AC, Bohmer RM, Pisano GP (2001) Disrupted routines: Team learning and new technology implementation in hospitals. Admin. Sci. Quart. 46(4):685–716.CrossrefGoogle Scholar
  • Feldman MS, Pentland BT (2003) Reconceptualizing organizational routines as a source of flexibility and change. Admin. Sci. Quart. 48(1):94–118.CrossrefGoogle Scholar
  • Ferneley EH, Sobreperez P (2006) Resist, comply or workaround? An examination of different facets of user engagement with information systems. Eur. J. Inform. Systems 15(4):345–356.CrossrefGoogle Scholar
  • Festinger L (1954) A theory of social comparison processes. Human Relations 7(2):117–140.CrossrefGoogle Scholar
  • Foss NJ, Frederiksen L, Rullani F (2016) Problem-formulation and problem-solving in self-organized communities. Strategic Management J. 37(13):2589–2610.CrossrefGoogle Scholar
  • Galeazzo A, Furlan A (2018) Lean bundles and configurations: A fsQCA approach. Internat. J. Oper. Production Management 38(2):513–533.CrossrefGoogle Scholar
  • Galeazzo A, Furlan A, Vinelli A (2017) The organizational infrastructure of continuous improvement–an empirical analysis. Oper. Management Res. 10(1/2):33–46.CrossrefGoogle Scholar
  • Gavetti G (2005) Cognition and hierarchy: Rethinking the microfoundations of capabilities’ development. Organ. Sci. 16(6):599–617.LinkGoogle Scholar
  • Gavetti G, Levinthal D (2000) Looking forward and looking backward: Cognitive and experiential search. Admin. Sci. Quart. 45(1):113–137.CrossrefGoogle Scholar
  • Gavetti G, Levinthal DA (2004) 50th Anniversary Article: The strategy field from the perspective of management science: Divergent strands and possible integration. Management Sci. 50(10):1309–1318.LinkGoogle Scholar
  • Gazzaniga M, Heatherton T, Halpern D (2010) Psychological Science (Norton, New York).Google Scholar
  • Gerrig RJ, Zimbardo PG (2009) Psychology and Life, 19th ed. (Pearson Education, Upper Saddle River, NJ).Google Scholar
  • Gibson EJ (2000) Perceptual learning in development: Some basic concepts. Ecological Psych. 12(4):295–302.CrossrefGoogle Scholar
  • Gosling SD, Rentfrow PJ, Swann WB Jr (2003) A very brief measure of the big-five personality domains. J. Res. Personality 37(6):504–528.CrossrefGoogle Scholar
  • Hansen MT, Nohria N, Tierney T (1999) What’s your strategy for managing knowledge? Harvard Bus. Rev. 77(2):106–116.Google Scholar
  • Haunschild PR, Polidoro F Jr, Chandler D (2015) Organizational oscillation between learning and forgetting: The dual role of serious errors. Organ. Sci. 26(6):1682–1701.LinkGoogle Scholar
  • Häusser JA, Schulz-Hardt S, Schultze T, Tomaschek A, Mojzisch A (2014) Experimental evidence for the effects of task repetitiveness on mental strain and objective work performance. J. Organ. Behav. 35(5):705–721.CrossrefGoogle Scholar
  • Helfat CE, Peteraf MA (2015) Managerial cognitive capabilities and the microfoundations of dynamic capabilities. Strategic Management J. 36(6):831–850.CrossrefGoogle Scholar
  • Heppner PP, Petersen CH (1982) The development and implications of a personal problem-solving inventory. J. Counseling Psych. 29(1):66–75.CrossrefGoogle Scholar
  • Huber GP (1991) Organizational learning: The contributing processes and the literatures. Organ. Sci. 2(1):88–115.LinkGoogle Scholar
  • Jayaram J, Das A, Nicolae M (2010) Looking beyond the obvious: Unraveling the Toyota production system. Internat. J. Production Econom. 128(1):280–291.CrossrefGoogle Scholar
  • Jinhui Wu S, Melnyk SA, Swink M (2012) An empirical investigation of the combinatorial nature of operational practices and operational capabilities: compensatory or additive? Internat. J. Oper. Production Management 32(2):121–155.CrossrefGoogle Scholar
  • Katz R, Allen TJ (1982) Investigating the not-invented-here (NIH) syndrome: A look at the performance, tenure and communication patterns of 50 R&D project groups. R&D Management 12(1):7–20.CrossrefGoogle Scholar
  • Klein KJ, Dansereau F, Hall RJ (1994) Levels issues in theory development, data collection, and analysis. Acad. Management Rev. 19:195–229.CrossrefGoogle Scholar
  • Klein RB (2015) Principles and Practice of Structural Equation Modeling (Guilford Press, New York).Google Scholar
  • Kmetz JL (1984) An information-processing study of a complex workflow in aircraft electronics repair. Admin. Sci. Quart. 29(2):255–280.CrossrefGoogle Scholar
  • Kozlowski SWJ, Klein KJ (2000) A multilevel approach to theory and research in organizations: Contextual, temporal, and emergent processes. Klein KJ, Kozlowski SW, eds. Multilevel Theory, Research, and Methods in Organizations (Jossey-Bass, San Francisco), 3–90.Google Scholar
  • Kreft IGG, de Leeuw J (1998) Introducing Multilevel Modeling (Sage, London).CrossrefGoogle Scholar
  • Lapré MA, Mukherjee AS, Van Wassenhove LN (2000) Behind the learning curve: Linking learning activities to waste reduction. Management Sci. 46(5):597–611.LinkGoogle Scholar
  • Laureiro-Martínez D, Brusoni S (2018) Cognitive flexibility and adaptive decision-making: Evidence from a laboratory study of expert decision makers. Strategic Management J. 39(4):1031–1058.CrossrefGoogle Scholar
  • Leana CR, Van Buren HJ (1999) Organizational social capital and employment practices. Acad. Management Rev. 24(3):538–555.CrossrefGoogle Scholar
  • Lee JY, Swink M, Pandejpong T (2011) The roles of worker expertise, information sharing quality, and psychological safety in manufacturing process innovation: An intellectual capital perspective. Production Oper. Management 20(4):556–570.CrossrefGoogle Scholar
  • Letmathe P, Schweitzer M, Zielinski M (2012) How to learn new tasks: Shop floor performance effects of knowledge transfer and performance feedback. J. Oper. Management 30(3):221–236.CrossrefGoogle Scholar
  • Levinthal D (1997) Adaptation on rugged landscapes. Management Sci. 43:934–950.LinkGoogle Scholar
  • Levinthal D, March JG (1981) A model of adaptive organizational search. J. Econom. Behav. Organ. 2(4):307–333.CrossrefGoogle Scholar
  • Levinthal DA, March JG (1993) The myopia of learning. Strategic Management J. 14(S2):95–112.CrossrefGoogle Scholar
  • Levitt B, March JG (1988) Organizational learning. Annual Rev. Sociol. 14:319–340.CrossrefGoogle Scholar
  • Lindell MK, Whitney DJ (2001) Accounting for common method variance in cross-sectional research designs. J. Appl. Psych. 86(1):114–121.CrossrefGoogle Scholar
  • Little TD, Cunningham WA, Shahar G, Widaman KF (2002) To parcel or not to parcel: Exploring the question, weighing the merits. Structural Equation Model. 9(2):151–173.CrossrefGoogle Scholar
  • Loch CH, Sengupta K, Ahmad MG (2013) The microevolution of routines: How problem solving and social preferences interact. Organ. Sci. 24(1):99–115.LinkGoogle Scholar
  • Ludtke O, Robitzsch A, Trautwein U, Kunter M (2009) Assessing the impact of learning environments: How to use student ratings of classroom or school characteristics in multilevel modeling. Contemporary Ed. Psych. 34(2):120–131.CrossrefGoogle Scholar
  • MacDuffie JP (1997) The road to “root cause”: Shop-floor problem-solving at three auto assembly plants. Management Sci. 43(4):479–502.LinkGoogle Scholar
  • MacKenzie SB, Podsakoff PM (2012) Common method bias in marketing: Causes, mechanisms, and procedural remedies. J. Retailing 88(4):542–555.CrossrefGoogle Scholar
  • Magnani L (2006) Mimetic minds. meaning formation through epistemic mediators and external representations. Loula A, Gudwin R, Queiroz J, eds. Artificial Cognition Systems (Idea Group Publishers, Hershey, PA), 327–357.CrossrefGoogle Scholar
  • Maitlis S (2005) The social processes of organizational sensemaking. Acad. Management J. 48(1):21–49.CrossrefGoogle Scholar
  • Marsden PV, Wright JD, eds. (2010) Handbook of Survey Research, 2nd ed. (Emerald Group Publishing, Bingley, UK).Google Scholar
  • Maydeu-Olivares A, D’ Zurilla TJ (1997) The factor structure of the Problem Solving Inventory. Eur. J. Psych. Assessment 13(3):206–215.CrossrefGoogle Scholar
  • Milliken FJ, Morrison EW, Hewlin PF (2003) An exploratory study of employee silence: Issues that employees don’t communicate upward and why. J. Management Stud. 40(6):1453–1476.CrossrefGoogle Scholar
  • Morgeson FP, Humphrey SE (2006) The Work Design Questionnaire (WDQ): Developing and validating a comprehensive measure for assessing job design and the nature of work. J. Appl. Psych. 91(6):1321–1339.CrossrefGoogle Scholar
  • Morrison B (2015) The problem with workarounds is that they work: The persistence of resource shortages. J. Oper. Management 39:79–91.CrossrefGoogle Scholar
  • Nelson RR, Winter SG (1982) The Schumpeterian tradeoff revisited. Amer. Econom. Rev. 72(1):114–132.Google Scholar
  • Nembhard IM, Tucker AL (2011) Deliberate learning to improve performance in dynamic service settings: Evidence from hospital intensive care units. Organ. Sci. 22(4):907–922.LinkGoogle Scholar
  • Nonaka I (1991) The knowledge-creating company. Harvard Bus. Rev. 69(6):96–104.Google Scholar
  • Olson K (2008) Double-barreled question. Lavrakas PJ, ed. Encyclopedia of Survey Research Methods (Sage Publications, Thousand Oaks, CA), 210.Google Scholar
  • Parker SK, Williams HM, Turner N (2006) Modeling the antecedents of proactive behavior at work. J. Appl. Psych. 91(3):636–651.CrossrefGoogle Scholar
  • Podsakoff PM, MacKenzie SB, Lee JY, Podsakoff NP (2003) Common method biases in behavioral research: A critical review of the literature and recommended remedies. J. Appl. Psych. 88(5):879–903.CrossrefGoogle Scholar
  • Pornprasertmanit S, Lee J, Preacher KJ (2014) Ignoring clustering in confirmatory factor analysis: Some consequences for model fit and standardized parameter estimates. Multivariate Behav. Res. 49:518–543.CrossrefGoogle Scholar
  • Rudolph JW, Morrison JB, Carroll JS (2009) The dynamics of action-oriented problem solving: Linking interpretation and choice. Acad. Management Rev. 34(4):733–756.CrossrefGoogle Scholar
  • Salvato C, Rerup C (2011) Beyond collective entities: Multilevel research on organizational routines and capabilities. J. Management 37(2):468–490.CrossrefGoogle Scholar
  • Schotter A (2003) Decision making with naive advice. Amer. Econom. Rev. 93(2):196–201.CrossrefGoogle Scholar
  • Senior C, Lee N, Butler M (2011) Perspective—Organizational cognitive neuroscience. Organ. Sci. 22(3):804–815.LinkGoogle Scholar
  • Siemsen E, Roth AV, Balasubramanian S, Anand G (2009) The influence of psychological safety and confidence in knowledge on employee knowledge sharing. Manufacturing Service Oper. Management 11(3):429–447.LinkGoogle Scholar
  • Snijders TAB, Bosker RJ (2012) Multilevel Analysis: An Introduction to Basic and Advanced Multilevel Modeling, 2nd ed. (Sage Publishers, London).Google Scholar
  • Spear SJ (2005) Fixing healthcare from the inside, today. Harvard Bus. Rev. 83(9):78–91.Google Scholar
  • Stein EW, Zwass V (1995) Actualizing organizational memory with information systems. Inform. Systems Res. 6(2):85–117.LinkGoogle Scholar
  • Struyven K, Dochy F, Janssens S (2012) Explaining students’ appraisal of lectures and student-activating teaching: Perceived context and student characteristics. Interactive Learn. Environ. 20(5):391–422.CrossrefGoogle Scholar
  • Teddlie C, Yu F (2007) Mixed methods sampling: A typology with examples. J. Mixed Methods Res. 1(1):77–100.CrossrefGoogle Scholar
  • Tucker AL (2016) The impact of workaround difficulty on frontline employees’ response to operational failures: A laboratory experiment on medication administration. Management Sci. 62(4):1124–1144.LinkGoogle Scholar
  • Tucker AL, Edmondson AC (2003) Why hospitals don’t learn from failures: Organizational and psychological dynamics that inhibit system change. Calif. Management Rev. 45(2):55–72.CrossrefGoogle Scholar
  • Tucker AL, Edmondson AC, Spear S (2002) When problem solving prevents organizational learning. J. Organ. Change Management 15(2):122–137.CrossrefGoogle Scholar
  • Tucker AL, Nembhard IM, Edmondson AC (2007) Implementing new practices: An empirical study of organizational learning in hospital intensive care units. Management Sci. 53(6):894–907.LinkGoogle Scholar
  • van Dyck C, Frese M, Baer M, Sonnentag S (2005) Organizational error management culture and its impact on performance: A two-study replication. J. Appl. Psych. 90(6):1228–1240.CrossrefGoogle Scholar
  • Verplanken B, Orbell S (2003) Reflections on past behavior: A self-report index of habit strength. J. Appl. Soc. Psych. 33(6):1313–1330.CrossrefGoogle Scholar
  • Walsh JP, Ungson GR (1991) Organizational memory. Acad. Management Rev. 16(1).CrossrefGoogle Scholar
  • Weick KE (1995) Sensemaking in Organizations (Sage, Thousand Oaks, CA).Google Scholar
  • Weick KE, Sutcliffe KM, Obstfeld D (2005) Organizing and the process of sensemaking. Organ. Sci. 16(4):409–421.LinkGoogle Scholar
  • Womack JP, Jones DT, Roos D (1990) The Machine That Changed the World (Simon and Schuster, New York).Google Scholar
  • Wrzesniewski A, Dutton JE (2001) Crafting a job: Revisioning employees as active crafters of their work. Acad. Management Rev. 26(2):179–201.CrossrefGoogle Scholar
  • Zander U, Kogut B (1995) Knowledge and the speed of the transfer and imitation of organizational capabilities: An empirical test. Organ. Sci. 6(1):76–92.LinkGoogle Scholar
  • Zollo M, Winter SG (2002) Deliberate learning and the evolution of dynamic capabilities. Organ. Sci. 13(3):339–351.LinkGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.