Relating Learning-Loops to Selected Organizational Variables

This study attempts to bring together the pieces of literature on organizational strategy, innovation, organizational culture, personality, cognitive patterns, and organizational learning. Organizational structure, strategy, and culture influence the organization's approach to learning and task completion. There is a paucity of literature discussing the effect and relationship between these organizational variables and learning. This study attempts to synthesize the literature and suggests that learning occurs differently in organizations employing cost leadership, differentiation, and modular, architectural innovation strategies. This literature is founded on well-developed theories and research from the past. It theorizes the relationship between learning loops, such as single loop, double loop, and deutero-learning, and strategy, innovation, culture, personality, and cognitive styles. Based on these relationships, hypotheses are developed to provide organizations with a comprehensive understanding of how learning depends on strategy, innovation, culture, personality, and cognitive style. This article contributes to the literature on organizational behavior by conceptualizing the relationship between learning, strategy, innovation, culture, and personality.