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Strategic change and organizational learning in two ‘Swedish’ construction firms
Umeå University, Faculty of Social Sciences, Umeå School of Business.
Norwegian School of Management, 1301 Sandvika, Norway.
2000 (English)In: Construction Management and Economics, ISSN 0144-6193, E-ISSN 1466-433X, Vol. 18, no 6, 635-642 p.Article in journal (Refereed) Published
Abstract [en]

The two largest construction companies in Sweden, NCC and Skanska, previously have acted according to what here is called a multi-domestic strategy. Such a strategy implies that each market is treated essentially in isolation. Due to perceived pressures for local responsiveness, the firms have focused on utilizing local knowledge and experience, while failing to obtain economies of scale and to learn from the different localities. A combination of changing perceptions of being local and a growing number of home markets makes possible a strategic approach that is inter-domestic in nature. This approach stresses the importance of learning and of coordinating the experience a construction firm achieves in many different localities. Therefore learning is seen not only as a process of adaptation to the environment, but also as an evolutionary process built on an organization's identity, which is created by both structural and individual factors. The identity of an organization helps us to understand its ability to learn.

Place, publisher, year, edition, pages
Taylor & Francis , 2000. Vol. 18, no 6, 635-642 p.
Keyword [en]
• Organizational Learning, Evolutionary Process, Industrial Wisdom, Strategic Change
National Category
Business Administration
Research subject
Business Studies
URN: urn:nbn:se:umu:diva-50256DOI: 10.1080/014461900414682OAI: diva2:460989
Available from: 2011-12-01 Created: 2011-12-01

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