Organizational learning for innovation in an Australian hospital
Abstract
Organizational learning can facilitate innovation and it is influenced by internal and external contexts. This paper applies Crossan et al. ‘s (1999) 4I framework to examine the effect of internal and external factors on an organization’s learning process and the extent of its innovation. A case study of a large private Australian hospital is used to gain insights about the process of innovation. The government’s strategic agenda in the provision of health care services and regulatory environment in the Australian health care industry have driven much innovation in the hospital under investigation. Leaders of this hospital strive to simultaneously pursue exploration and exploitation in organizational learning by developing an organizational culture that allows a variety of ideas to flourish but at the same time promote integration of differences to enable the implementation of innovative ideas.
RAS ID
26702
Document Type
Conference Proceeding
Date of Publication
2017
School
School of Business and Law / Centre for Innovative Practice
Copyright
free_to_read
Publisher
School of Business & Law, Edith Cowan University
Recommended Citation
Fahrudi, A., Gengatharen, D., & Suseno, Y. (2017). Organizational learning for innovation in an Australian hospital. Retrieved from https://ro.ecu.edu.au/ecuworkspost2013/10805
Comments
Fahrudi, A., Gengatharen, D., & Suseno, Y. (2017). Organizational learning for innovation in an Australian hospital. In The Proceedings of the 2nd ECU Business Doctoral and Emerging Scholars Conference (pp. 14-26). School of Business & Law, Edith Cowan University.
https://www.ecu.edu.au/__data/assets/pdf_file/0008/769886/2nd-Business-Doctoral-and-Emerging-Scholars-Conference_Proceedings.pdf