Emerging from Darkness: Organizational Learning from Failure, Modifying the 4i P Framework

38 Pages Posted: 2 Mar 2009

Date Written: February 28, 2009

Abstract

Traditionally research on organizational learning has focused on learning from success however; failure also plays an important role in learning. But, organizations have different propensities to learn from failure as both organizational heterogeneity and politics in organizations influence lessons that are drawn from failure. While different forms of power are connected with each learning process, there are differences based on organization characteristics, which impacts how they process information regarding a failure. This paper examines why some organizations are more likely to be repeat offenders while others learn from failure. In order for organizations to draw permanent lessons from their errors, there needs to be other learning process- investigation, creativity, and intelligence- which have hitherto not been part of the 4I P framework of organizational learning.

Keywords: Organization learning, competitive advantage

JEL Classification: L10, M10

Suggested Citation

Ranjita Majumder, Singh, Emerging from Darkness: Organizational Learning from Failure, Modifying the 4i P Framework (February 28, 2009). Available at SSRN: https://ssrn.com/abstract=1351044 or http://dx.doi.org/10.2139/ssrn.1351044

Singh Ranjita Majumder (Contact Author)

University of Amsterdam Business School ( email )

Roetersstraat 18
Amsterdam, 1018WB
Netherlands

Do you have negative results from your research you’d like to share?

Paper statistics

Downloads
168
Abstract Views
919
Rank
320,874
PlumX Metrics