Learning capabilities in organizational networks: case studies of six construction projects

Abstract

Organizational learning is a key mechanism for adapting to changes in the organization's environment, sharing know‐how and experiences, and for providing innovative solutions. Practices of organization learning are examined in six Swedish construction projects. In the Swedish construction industry, organization learning practices are in many cases underdeveloped and therefore mechanisms for sharing know‐how, information, and experiences remain an organizational capability not fully exploited. Findings suggest that construction projects are primarily relying on informal and personal contacts rather than more formal reporting and computer‐based management control systems. The implications for management in the industry are that new arenas wherein various professional groups can share knowledge and information would be beneficial for construction projects in terms of enabling for joint learning and a better use of the intellectual resources employed the project.