ABSTRACT
Organizational learning is a critical imperative for global strategic effectiveness. Yet few studies of organizational learning about globalization systematically address its process at different organizational levels, or ground theories with in-depth empirical data. This paper presents our analysis of data from a longitudinal ethnographic study on organizational learning with regard to globalization. Using contrasting cases, we explore organizational learning in the context of a professional society developing its global strategy. These cases include the organization’s interactions with potential partners in four countries. Based on the analysis, we present three claims and their practical implications for organizational learning about globalization.
