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Adaptive coordination of a learning team

Article Abstract:

Modern organizational research casts doubt upon the degree to which entities can be expected to respond to their environments through rational planning. A less cognitively demanding but powerful alternative form of organizational intelligence is suggested: incremental, experiential learning. Such learning is evaluated in the context of a team model for two learning members, each of whom adjusts a coordination control variable. It is demonstrated that learning can be confounded by the influences of attributional biases on the part of members, even though it is a powerful means for improving organizational performance.

Models, Organizational effectiveness, Organizational research

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Forgetting and the learning curve: a laboratory study

Article Abstract:

The industrial learning curve and the process of forgetting that occurs during work stoppages were examined in a laboratory experiment. Thirty-one subjects were trained to do a task and then tested again at different times up to 114 days later. Results of the experiment indicate that the forgetting rate and the relearning rate are not related to the learning rate; that the learning rate is correlated to the amount of time taken to complete the first unit for the specified task; and that forgetting is a function of the elapsed time and the amount learned.

Memory, Learning curves, Experience curves

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Firm strategies for costly engineering learning

Article Abstract:

Models which view learning not as a result of production, but as a conscious decision are developed to understand inter-firm and international differences in the rates of learning. Some of the possible factors accounting for faster learning by Japanese firms compared to US businesses, for example, include: better transfer of information from engineers to production workers; faster output growth rates; and cheaper engineering resources.

Analysis, Human resource management, Engineering, Study and teaching

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