The role of creative action in organizational learning and change.

Organizational learning is depicted most frequently as an intra-organizational information processing activity, but the role that experience plays in the development of organizational knowledge has recently become a more central focus of learning t heories. The two primary perspectives on organizational learning present strikingly different depictions of the relationship between action and learning: systems-structural models based on positivist epistemological assumptions emphasize internally-direc ted information collection and distribution activities aimed at reducing uncertainty; interpretive models utilize an interpretivist epistemology that emphasizes the necessity of taking action in ambiguous circumstances as a means of creating knowledge. P roposes that neither of these alternative views of organizational learning describe how learning outcomes vary as a consequence of different types of action and that, specifically, previous models of organizational learning have not emphasized the critic al role that creative actions play in the development of organizational knowledge. Delineates assumptions which serve to legitimize creative action taking within organizational contexts, and describes the learning outcomes which result from creative and routine actions. Extends previous models of organizational learning which emphasize cognition and communication processes by distinguishing the varied influences that different actions have on the production of knowledge. [ABSTRACT FROM AUTHOR]