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Extending the 4I Organizational Learning Model: Information Sources, Foraging Processes and Tools

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  • Tracy A. Jenkin

    (School of Business, Queen's University, Kingston, ON K7L 3N6, Canada)

Abstract

The continued importance of organizational learning has recently led to several calls for further developing the theory. This article addresses these calls by extending Crossan, Lane and White’s (1999) 4I model to include a fifth process, information foraging, and a fourth level, the tool. The resulting 5I organizational learning model can be generalized to a number of learning contexts, especially those that involve understanding and making sense of data and information. Given the need for organizations to both innovate and increase productivity, and the volumes of data and information that are available to support both, the 5I model addresses an important organizational issue.

Suggested Citation

  • Tracy A. Jenkin, 2013. "Extending the 4I Organizational Learning Model: Information Sources, Foraging Processes and Tools," Administrative Sciences, MDPI, vol. 3(3), pages 1-14, August.
    • Handle: RePEc:gam:jadmsc:v:3:y:2013:i:3:p:96-109:d:28312
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    References listed on IDEAS

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    Cited by:

    1. Nancy Vargas & M. Begoña Lloria & Addisson Salazar & Luis Vergara, 2018. "Effect of exploitation and exploration on the innovative as outcomes in entrepreneurial firms," International Entrepreneurship and Management Journal, Springer, vol. 14(4), pages 1053-1069, December.
    2. Murni Zarina Mohamed Razali & Rossilah Jamil, 2023. "Sustainability Learning in Organizations: Integrated Model of Learning Approaches and Contextual Factors," SAGE Open, , vol. 13(1), pages 21582440231, February.

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