An Expanded 4I Framework to Conceptualize Inter-Organizational Learning in the Global Health Sector

Abstract

Though calls to improve learning in health systems have been increasing in recent years, the literature for learning in the global health sector is sparse and, to our knowledge, a conceptual model for organizational learning in the field has not been identified. This article proposes an expansion of the 4I framework for organizational learning to guide the creation, retention, and transfer of knowledge within and across global health organizations. Specifically, two additional levels are added to the framework to account for inter-organizational learning in the highly collaborative field: 1) consideration of learning pathways across organizations via formal or informal partnerships and communities of practice, and 2) the addition of a macro level ‘coordinating body’ (e.g., the World Health Organization). Two additional processes are proposed by which inter-organizational learning occurs: interaction across partnerships and communities of practice, and incorporation linking global health organizations to coordinating bodies. Organizational politics play an important role in determining why some insights are institutionalized while others are not. The roles of the episodic influence and systemic domination forms of power are considered in the proposed additional organizational learning processes. The modified ‘6I’ framework may provide a basis for assessing and implementing organizational learning approaches in global health programming.