Summary of two journals - Book Report/Review Example

Firms are composes of individuals – an organization is a collection of people and an organization can exist without people. Similarly, organizational learning is different from individual learning in that individual learning involves the capacity of the mind of an individual to acquire new things or acquisition of skills through various models. The skills acquired are translated into human behavior that affects organizational structure in various ways. Individual learning occurs when in operational and conceptual learning levels, and these two levels are closely related to mental models in that operational learning implies the procedural learning whereby an individual learns steps to complete a certain task.

This skill is found in routines like filling in forms, machine operations, switchboard handling, and machine repair. Operational learning accumulates and alters regular operations and these operations similarly influence the processes of operational learning process. . Firms have shared assumptions, which safeguard the status quo, prevent members from challenges other people’s unaccepted qualities and characteristics, and offer silencing assents to such attributions, therefore increasingly minimal learning is possible.

The organizational standards, rules, missions, and visions statements act as the memory of the organization and influence individuals behavior and actions. Therefore, organization learning must be stimulated by the environmental conditions – its people and other external conditions, because individuals and organizations learn from each other and one cannot exist without the other. Organizations must learn from their individuals who change and transform the structures and systems of the organizations and the individuals must learn for the organization that direct and guide their behavior and actions through various rules and regulations.

Daniel, Kim. The Link between Individual and Organizational Learning. Routledge, 2012, Print. Knowledge Transfer: A Basis for Competitive Advantage in Firms Linda Argote argues that competitive advantage of organization relies on the process and nature of transfer of knowledge. The article offers a comprehensive understanding of the necessary condition for knowledge transfer and conditions under which transfer for knowledge may be challenging or incomplete. Therefore, the framework explores the theory concerning transfer of knowledge in firms and offers practical guidelines for knowledge management in organizations.

The article illuminates the double function of organizational members in transfer of knowledge. Transfer of knowledge is a process through which a certain unit experience– team or sector – affects the other unit, and the ability to transfer knowledge