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Innovation Learning Organizations and Industrial Relations Lundvall

Innovation Learning Organizations and Industrial Relations Lundvall

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Published by: Glauka on Oct 05, 2009
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05/21/2011

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D
ANISH
ESEARCH
U
 NIT FOR 
I
 NDUSTRIAL
D
YNAMICS
 
DRUID Working Paper No 03-07
Innovation, Learning Organizationsand Industrial Relations
 byPeter Nielsen and Bengt-Åke Lundvall
 
Innovation, Learning Organizations and Industrial Relations
 
Peter Nielsen
Center of Labor Market StudiesAalborg University
AndBengt-Åke Lundvall
 Department of Business StudiesAalborg University bal@business.auc.dk  
Abstract
Innovation may be seen as a process of knowledge creation and the speed and direction of knowledge creation reflects the organizational set-up of the firm as well as its investments inR&D and training. Establishing ‘a learning organization’ where horizontal interaction andcommunication inside and across the borders of the firm is a major factor promoting knowledgecreation in the context of a learning economy. An important issue is to what extent direct andindirect participation of employees in shaping the new form of organization is critical for itsrealization.On the basis of a unique data set covering 2000 Danish private firms it is demonstrated that firmscombining several of the organizational traits of the learning organization are much more proneto introduce new products than the others. It is also demonstrated that such firms have involvedemployees in different forms of direct and indirect participation much more frequently than therest. As more sectors become exposed to the need to engage in incremental product and serviceinnovation the economic potential of diffusing good practices in terms of organization and participation is growing and needs to be reflected in firm strategies and public policies aiming at promoting innovation and knowledge creation.
Key words:
Innovation, knowledge creation, learning economy
 JEL Codes:
L22, O31, O32
 
.
ISBN 87-7873-139-9
 
1. The learning economy as context
It is important to reflect on why the impact of new organization forms and innovation capacityupon economic performance has increased through the 90s. As we get a better understanding of the mechanisms at work, it becomes easier to sort out what trends will dominate the future. Herewe assume that the changes in the economic environment can best be captured by the concept ‘thelearning economy’ (Lundvall and Johnson 1994).In various contexts we have introduced an interpretation of what actually takes place in theeconomy under the term ‘the learning economy’ (Lundvall and Johnson 1994; Lundvall andNielsen 1999). The intention is that the term should mark a distinction from the more generallyused term ‘the knowledge-based economy’. The learning economy concept signals that the mostimportant change is not the more intensive use of knowledge in the economy but rather thatknowledge becomes obsolete more rapidly than before; therefore it is imperative that firmsengage in organizational learning and that workers constantly attain new competencies. This canbe illustrated by the reference in a recent report from the Danish Ministry for Education to aGerman source that claims that half of the skills a computer engineer has obtained during histraining will have become obsolete one year after the exam has been passed, while the ‘halvingperiod’ for all educated wage earners is estimated to be eight years (Ministry of Education 1997,p. 56).A learning economy is thus one in which the ability to attain new competencies is crucial to theeconomic success of individuals and to the performance of firms, regions and countries. Thebackground for the crucial importance of learning is that the combination of globalization,information technology and deregulation of formerly protected markets leads to more intensecompetition and to
more rapid transformation and change
. Both individuals and companies areincreasingly confronted with problems that can be solved only through new competencies. Therapid rate of change is reinforced by the fact that the intensified competition leads to a selection of organizations and individuals that are capable of rapid learning, thus further accelerating the rateof change.The transition to a learning economy confronts individuals and companies with new demands. Wesee the growing emphasis on new organization forms promoting functional flexibility andnetworking as responses to the challenge of the learning economy. In a rapidly changingenvironment it is not efficient to operate in a hierarchical organization with many vertical layers.It takes too long to respond if the information obtained at the lower levels should be transmittedto the top and back down to the bottom of the pyramid. In many instances relational contractingand networking enhance functional flexibility.One important result from what follows is that the new organization forms which tend to supportcompetence building through learning by doing and interacting tend to speed up product orservice innovation. In the next section we will focus on how knowledge creation relates toinnovation and to the establishment of learning organizations.
2. Innovation and knowledge creation
Most authors using the concept of knowledge creation and knowledge production refer totechnological knowledge and to technical innovation as the output of the process (Nonaka andTakeuchi 1995). In the new growth theory, the output of the R&D sector is viewed either as ablueprint for a new production process that is more efficient than the previous one or as a

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