ABSTRACT
This chapter discusses the model on organisational learning and the literature on organisational learning and boundary spanning, the generality of the empirical findings and resulting conclusions for the theoretical framework. It shows the merits of this theoretical perspective in studying user-integration processes. The chapter presents managerial implications for companies engaging in user integration and examines imitations of user integration. Berthoin Antal and colleagues describe the development and monitoring of new ideas and experiments to introduce organisational learning practices as a challenge for advances in organisational learning research. The model is based on the following learning phases: rise of organisational learning needs, information acquisition, knowledge distribution, and knowledge interpretation, and knowledge evaluation, use of knowledge and storing of knowledge. The empirical results allow a redesign of the links between organisational learning phases and specific boundary-spanning activities and a refinement of the integrated model.
