Knowledge creation and competitive advantage in turbulent environments: a process model of organizational learning

This qualitative longitudinal study observed the strategy process of several Spanish banks at the turn of the century, where the industry was undergoing a structural transformation due to the threat of Internet banking. We develop a model of organizational learning informed by an integration of findings from a qualitative study with theoretical perspectives from the strategy, knowledge creation, and learning literatures. The model is then used to compare and contrast the different learning processes that led these banks to the development and implementation of diverse Internet banking strategies, and to draw preliminary conclusions regarding the potential relationships between the learning processes used, the strategies chosen, and their performance outcomes.