Organizational Learning

Strategy scholars and practitioners can tap into the deep reservoir of organizational learning (OL) research to address: how is OL uniquely positioned to contribute to the advancement of strategic management? Elevating OL in strategy research has never been more important, given the grand challenges facing our world, requiring strategy to extend beyond organizations to society. This chapter addresses the underutilization of OL in strategy and offers two important areas to leverage: (1) exploration, exploitation, and ambidexterity; and (2) the processes of OL as they relate to strategic renewal and agility, including multilevel theorizing. The chapter also underscores the importance of OL for emerging frontiers at the interface between the human and nonhuman aspects of OL and strategy, including artificial intelligence. The context of strategy has been consistently described as being dynamic, ambiguous, uncertain, and complex, elevating the role of the agent and the quality of judgment and wisdom required within the domain of strategy.