Abstract

Madsen and Desai (2010) defined organizational learning as any modification to an organization's knowledge and performance that occurs as a consequence of experience. Learning from experience is critical since changes in an organization's knowledge drive observable changes in performance (Argote & Miron-Spektor, 2011; Madsen & Desai, 2010; Musaji, Schulze, & De Castro, 2020; Richter & Semrau, 2019). The extant literature has identified three criteria that must be fulfilled for organizational experience to enhance observed organizational performance: 1) such experience must motivate organization members to modify the organization's knowledge; 2) members need to derive meaningful new knowledge from experience; and 3) changes made to organizational knowledge must change the subsequent behavior of members.