Inter-organisational learning in cases of disruptive innovation Online publication date: Tue, 07-Aug-2018
by John P. Meyer; Jeffrey W. Alstete
International Journal of Technology, Policy and Management (IJTPM), Vol. 18, No. 3, 2018
Abstract: This paper explores why it often takes an inter-organisational learning effort to realise the practical potential of disruptive innovation. A pattern matching methodology is used to systematically compare a theoretical pattern of learning to an empirically derived pattern. The empirical pattern is developed from an archival case history of inter-organisational learning during the early stages of the personal computer industry. The results of this study suggest that in cases of disruptive technological innovation, a single organisation is not likely to have the capability to complete the entire learning process on its own. Instead, an inter-organisational effort is necessary with a different organisation taking the knowledge through each successive stage. This study challenges the unity and isolation of the single organisation that is often taken for granted in organisational learning and adds a time-based dimension to the study of inter-organisational learning through use of a longitudinal methodology.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Technology, Policy and Management (IJTPM):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email subs@inderscience.com