Structures of learning for dynamic markets

• Published in: Management decision 2009-03, Vol.47 (2), p.271-288
• Main Authors: Murray, Peter A, Syed, Jawad, Roberts, Zeynep
• Format: Article
• Language: English
• Subjects: Competences; Competitive advantage; Core competencies; Dynamics; Learning; Organizational learning; Structures; Studies
• ISSN: 0025-1747; 1758-6070
• DOI: 10.1108/00251740910938911

Purpose - The purpose of this paper is to understand why structures of learning underpin the creation of competencies that allow firms to compete more successfully in dynamic markets. The paper seeks to challenge the idea that, in the absence of learning, capabilities are the main source of competitive advantage.Design methodology approach - First, the paper discusses the relationships between competencies, learning, and dynamic markets. Second, a preliminary analysis is conducted of the learning routines of 118 top sales managers. The results are compared with three different structures of learning, allowing conclusions to be drawn about learning in dynamic markets.Findings - The study illustrates that a number of dynamic learning routines are not evident in the sales environments of dynamic markets. The findings suggest that firms are not well placed to renew routines from inside-out and to respond to market dynamics. The patterns of integration among individuals and groups, however, seem to be well represented, reflecting higher-level learning routines.Research limitations implications - The empirical findings offered here are of a preliminary nature. Future researchers might usefully apply the typology of learning structures to examine in more detail the empirical links established. Studies might also examine organisational learning in a variety of industrial and consumer-based contexts.Originality value - The idea that learning structures (rather than capabilities themselves) are the basis of competencies that enable a firm to better respond to dynamic markets is a useful and novel approach.