The evolution of organizational learning in new venture development

In this conceptual piece, the author describes the evolution of organizational learning by applying key aspects of Crossan, Lane, and White's (1999 Dutta, D. K. and Crossan, M. M. 2005. The Nature of Entrepreneurial Opportunities: Understanding the Process Using the 4I Organizational Learning Framework. Entrepreneurship Theory & Practice, 29(4): 425–449. doi:10.1111/j.1540-6520.2005.00092.x[Crossref], [Web of Science ®] , [Google Scholar]) 4I framework and Greeno, Collins, and Resnick's (1996 Greeno, J. G., Collins, A. M. and Resnick, L. B. 1996. “Cognition and Learning”. In Handbook of Educational Psychology, Edited by: Berliner, D. C. and Calfee, R. C. 15–46. New York: MacMillan.. [Google Scholar]) dominant learning classifications to the stages of new venture development. The overarching premise is that the firm must evolve from individual/small group learning, based in action learning, to advanced cognitive learning, built on critical dynamic capabilities. For each new venture stage, propositions regarding the relevance of each dominant learning classification, 4I framework level of learning, and 4I framework stage are presented, with a discussion of dynamic capability and critical skill development. The proposed evolution offers a framework for debate, empirical consideration and prescriptive guideline development.