Learning across Borders: Organizational Learning and International Alliances

This chapter presents a conceptual framework of organizational learning that integrates process models of learning (Argyris and Schon, 1974; Lyles, 1988; Nonaka, 1994; Ring and Van de Van, 1992, 1994) with the structural models of learning (Badaracco, 1991; Mowery et al., 1996). We apply this framework by using it to analyse two published case studies on organizational learning in international joint ventures (IJVs).