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Inter-organizational Learning

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Abstract

Inter-organizational learning has become a primary focus for scholarly research examining how firms learn and develop new, strategically relevant competencies. Tracing its origins to early work in management sciences, economics and organization theory exploring how individuals and organizations learn, the emerging literature on inter-organizational learning looks at how organizations learn from their environment and how this is translated into firm-specific capabilities that drive competitive advantage. In this article I examine the origins of this stream of research and outline the ways in which organizations acquire knowledge from each other, the factors impacting the amount of learning that takes place in inter-organizational alliances, and some of the risks and benefits of inter-organizational learning.

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Authors and Affiliations

  1. Seagen, Bothell, WA, USA

    Christopher Boerner

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  1. Christopher Boerner
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Correspondence to Christopher Boerner .

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Editors and Affiliations

  1. Stanford University , Stanford, California, USA

    Mie Augier

  2. Tusher Ctr Intellectual Capital, University of California Tusher Ctr Intellectual Capital, Berkeley, California, USA

    David J. Teece

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Boerner, C. (2016). Inter-organizational Learning. In: Augier, M., Teece, D. (eds) The Palgrave Encyclopedia of Strategic Management. Palgrave Macmillan, London. https://doi.org/10.1057/978-1-349-94848-2_488-1

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  • DOI: https://doi.org/10.1057/978-1-349-94848-2_488-1

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  • Online ISBN: 978-1-349-94848-2

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