Imitation in Large Complex Organizations: When Does Copying Become Learning?

Abstract

This work studies three cases of imitation in a large complex organization. Each case highlights important theoretical aspects of learning in an organization as it relates to individuals and the entire organization. The complexity of the tasks being copied and the organization’s ability to acquire the necessary explicit and tacit knowledge are found to play a significant role in a firm’s ability to effectively copy either from within or from outside the firm. This research proposes an important aspect of the imitation process that can explain the persistent failure of copying attempts; specifically, a lack of understanding of the process of developing the specific knowledge that is the basis of the work processes being copied. This is a shift of focus from the nature of the target to the way in which the target should be recreated. It redirects the view from an outward orientation to the internal change happening within the organization during the imitation process and looks at the different learning activities needed for different contingencies. The research question is both an academic and applied problem. In addressing the question three things are developed: 1) a theoretical model that integrates aspects of individual and organizational learning; 2) an understanding of when, if ever, individual learning is more important than organizational learning in effective imitation; and, 3) a framework to help managers understand how to more fully exploit the benefits of learning from a successful model. The three cases reviewed indicate the importance of individual learning as part of a chain of learning events. The framework for managers teases out of the interplay between individual and organizational learning.