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dc.contributor.authorDawes, Philip L.
dc.contributor.authorLee, Don
dc.contributor.authorMidgley, David
dc.date.accessioned2008-01-08T13:46:34Z
dc.date.available2008-01-08T13:46:34Z
dc.date.issued2007
dc.identifier.citationIndustrial Marketing Management, 36(3): 285-299
dc.identifier.issn0019-8501
dc.identifier.doi10.1016/j.indmarman.2005.06.009
dc.identifier.urihttp://hdl.handle.net/2436/15825
dc.descriptionMetadata only
dc.description.abstractTypically, research on organizational learning has been conceptual in nature. In a departure from this tradition, we develop and test a structural model of organizational learning in the context of the purchasing of an expensive and complex product in the information technology (IT) area. The key focus of our research is the participation of external IT consultants and our model links seven explanatory constructs that are consistent with the process school of thought in organizational learning. More specifically, two organizational variables–formalization, strategic importance–and two individual-level variables–stakeholding, prior experience–are viewed as antecedents of consultant participation. In contrast, we view internal search effort, external search effort, and organizational learning as consequences of consultant participation. As predicted, all four antecedent variables affected consultant participation. Moreover, we found that, while consultant participation had a positive impact on internal search effort and organizational learning, its impact on external information search effort was negative.
dc.language.isoen
dc.publisherElsevier
dc.relation.urlhttps://www.sciencedirect.com/science/article/pii/S0019850105001446?via%3Dihub
dc.subjectInformation technology
dc.subjectConsultants
dc.subjectOrganisational learning
dc.subjectStructural modelling
dc.subjectSyntactic information search
dc.titleOrganizational learning in high-technology purchase situations: The antecedents and consequences of the participation of external IT consultants
dc.typeJournal article
html.description.abstractTypically, research on organizational learning has been conceptual in nature. In a departure from this tradition, we develop and test a structural model of organizational learning in the context of the purchasing of an expensive and complex product in the information technology (IT) area. The key focus of our research is the participation of external IT consultants and our model links seven explanatory constructs that are consistent with the process school of thought in organizational learning. More specifically, two organizational variables–formalization, strategic importance–and two individual-level variables–stakeholding, prior experience–are viewed as antecedents of consultant participation. In contrast, we view internal search effort, external search effort, and organizational learning as consequences of consultant participation. As predicted, all four antecedent variables affected consultant participation. Moreover, we found that, while consultant participation had a positive impact on internal search effort and organizational learning, its impact on external information search effort was negative.


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