Conclusion

Team learning has long been regarded as the fundamental building block of organizational learning; however, relatively few studies have established an empirical or methodological connection that clarifies this relationship. Here, we suggest that by building on team learning research about learning within teams by investigating learning across teams, through MTM, researchers can begin to draw connections between team and organizational learning. In support of this goal, we reviewed multiple studies that lay the foundation for future research, identifying essential constructs that have been in the literature for some years, such as transactive memory and psychological safety, as well as new concepts such as multiple team membership that reflect the changing nature of work. In so doing, we show the promise of research that examines teams and teamwork to highlight how today’s complex organizations learn.

References

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