Search results

The study investigates learning as knowledge‐creation processes on individual and collective levels. The processes were examined in an ethnographic study, conducted in a metal industry company over a four‐year period. The empirical study suggests that conflicts and crises experienced on individual level were some kind of incidental starting points for individual learning processes. Whether these processes continued to the collective level depended on how the individual learner or the collective recognised the significance of sharing knowledge as well as on opportunities, willingness and ability of individuals to share their experiences. It also depended on managers’ understanding of learning processes whether opportunities for knowledge sharing were arranged and thus, whether learning at work was supported.

Elephants supposedly never forget. On the contrary, many companies unfortunately do, while others find it difficult to learn much in the first place. Such companies clearly need to try harder to develop and manage effective means of organizational learning and forgetting. Doing so can have a positive impact upon competitiveness.