Translation of critical and broadly impactful health advancements is stymied by insufficient scientific scrutiny of barriers and roadblocks in the process. The Clinical & Translational Science Award (CTSA) funding opportunity announcement released in July 2021 makes clear the distinction between translational research and translational science (TS) and urges a shift from the former to the latter. This represents a significant shift in the overall scientific direction of the CTSA program and necessitates corresponding shifts in CTSA hub operations. To better support TS, the Team Science Core of the Duke CTSA hub designed and facilitated a virtual retreat for hub personnel that (1) enabled organizational learning about TS and (2) identified anticipated challenges and opportunities. A post-retreat survey was utilized to assess the degree to which the retreat met its stated goals. Our survey received a 62% response rate; 100% of respondents would recommend the session to others. Respondents also reported gains in all areas assessed, with evidence for greater understanding of TS and increased perspective of the value and relevance of TS. In this paper, we provide a roadmap for designing and implementing facilitated TS retreats, which we argue is a key step in TS capacity building through workforce development.

To overcome liabilities of foreignness and outsidership during internationalization, board interlock is an effective conduit of foreign knowledge inflows and organizational learning that firms require. We focus on the time dimension of such influence and hypothesize that the tenure of board interlocks with firms with experience in outward foreign direct investment (OFDI) in a country promotes the OFDI decision of the focal firm to that particular country. However, such an effect diminishes as the tenure of interlock ties increases. Moreover, as an alternative knowledge source, OFDI knowledge from the focal firm's neighboring region may weaken the baseline effect. Based on longitudinal data of listed firms in China, our empirical results support the hypotheses. This study enriches the literature on social network learning by identifying its temporal nature and the substitution between different knowledge sources. It also demonstrates the importance of rotating a firm's board members, so that knowledge acquisition and learning remain fresh.

In this study, we examine the moderation effect of absorptive capacity on the performance consequences of diversification experiences. We suggest that absorptive capacity positively moderates the performance effects of product and international diversification experiences and those of unrelatedness in product and international diversification experiences. An empirical analysis conducted using a longitudinal dataset of Indian firms, from knowledge-intensive manufacturing sectors, for the period 2008–2018, broadly supports our arguments. Findings imply that firms with superior absorptive capacity can acquire and leverage knowledge from their diversification experiences effectively and mitigate the risks of negative transfer associated with unrelatedness in diversification experiences. Findings contribute to the organizational learning literature by examining the role of absorptive capacity in enabling performance outcomes of diversification experiences.

Drawing from conceptualizations of organizational learning and institutional complexity, we advance the understanding of how the coexistence of multiple institutional logics in a community influences firms’ learning. Viewing communities where firms and local governments coexist as clusters, our analysis of 354 firms in 39 township clusters in China shows that government logic negatively moderates the positive effect of community logic on organizational learning; however, social connections between the community and local governments mitigate this negative effect. Modeling the relationship between the two logics in this manner extends prior conceptualizations of interfirm learning as a process of isomorphic diffusion of social norms and advances understanding of the role of institutions in organizational learning. This study also offers new insights for theoretical conversations on the compatibility and incompatibility of multiple institutional logics by demonstrating when logic multiplicity leads to conflicts and when it maintains harmony.

Drawing on social exchange and emotional regulation perspectives, this study investigates the role of emotional suppression in reducing the detrimental effects of workplace ostracism on organizational learning. Based on the responses of 162 participants from the financial industry, and with the application of moderated mediation analysis, the findings demonstrate that workplace ostracism is mediated by employee silence, which has a negative effect on organizational learning. Interestingly, however, the results exhibit that emotional suppression operates as a buffer between workplace ostracism, employee silence and organizational learning, which leads to the achievement of organizational learning motives. Therefore, the silent employees, who experience workplace ostracism, may still be contributing toward organizational learning, if they are proficient in suppressing their emotions. Given that, the study implies that emotional suppression is fundamentally important to reduce the injurious outcomes of workplace ostracism, in the contemporary organizational settings, particularly with regard to organizational learning.

In multi-domain product development organizations, there is a continuous need to transfer captured knowledge between engineers to enable better design decisions in the future. The objective of this paper is to evaluate how engineering knowledge can be captured, disseminated and (re)used by applying a knowledge reuse tool entitled Engineering Checksheet (ECS). The tool was introduced in 2012 and this evaluation has been performed over the 2017–2018 period. This case study focused on codified knowledge in incremental product development with a high reuse potential both in and over time. The evaluation draws conclusions from the perspectives of the knowledge workers (the engineers), knowledge owners and knowledge managers. The study concludes that the ECS has been found to be valuable in enabling a timely understanding of technological concepts related to low level engineering tasks in the product development process. Hence, this enables knowledge flow and, in particular, reuse among inexperienced engineers, as well as providing quick and accurate quality control for experienced engineers. The findings regarding knowledge ownership and management relate to the need for clearly defining a knowledge owner structure in which communities of practice take responsibility for empowering engineers to use ECS and as knowledge evolves managing updates to the ECS.

The present study is aimed at investigating the impact of strategic leadership on the affective commitment of Gen Y employees working in the Indian IT industry. Also, the link between organizational learning and affective commitment is examined alongwith the effect of competency development in mediating the relationship between them. A primary data were collected from a sample of 356 Gen Y employees (born between 1980 and 2000) from IT industry in Delhi, NCR India. Data analysis was carried out using CFA and an SPSS macro named PROCESS. Findings reveal that organizational learning has a direct influence on the affective commitment of Gen Y employees and competency development mediates the relationship between the two; also strategic leadership positively moderates the linkage of organizational learning and competency development. This study contributes to the literature on strategic leadership, organizational learning, competency development, and affective commitment.

This study examines the effect of diverse experiences on a firm’s alliance portfolio diversity (APD). Drawing on the organizational learning perspective, it argues that a firm’s learning from diverse experiences enables it to reap the benefits and mitigate the risks of high level of APD. Thus, an experienced firm may choose to form or maintain relationships with diverse partners to get the intended benefits of APD. In particular, the study hypothesizes that a focal firm’s product and international diversification experience, alliance experience, and alliance experience heterogeneity are positively associated with its APD. A longitudinal investigation of 90 Indian firms, for the period 2004–2014, provides support for all the hypothesized relationships. In general, findings, which are robust to multiple estimation methods, suggest that a firm’s diverse experiences influence its APD. Findings of this study contribute to the alliance portfolio and organizational learning literature by examining the experiential antecedents of APD.

There is widespread agreement that organizational learning (OL) and firms' innovative culture (innovativeness) positively influence organizational innovation (OI), which ultimately fosters long-term competitiveness. However, there is more limited empirical evidence on the role of OL as a forerunner of innovativeness, or on the combined effects of OL and innovativeness on OI and how performance is ultimately improved. In this research, OI is evaluated as a firm's actual ability to regularly adopt and implement more technical and administrative innovations with a greater degree of incorporated novelty relative to their main competitors. The aim is to approach innovation from a comprehensive viewpoint and to assess the attainment of superior competitive advantage in the innovation field. Effects on performance are evaluated at both the organizational level and in the commercialization of new services by means of two different conceptual model. These models are tested on a sample of 246 knowledge intensive business services (KIBS) located in Spain. We used polychoric correlations (Lee, Poon, & Bentler, 1995), together with a robust methodological approach, to analyze categorical variables in structural equation systems in EQS. The empirical results show that OL is an important antecedent for innovativeness, and that the latter plays a key role in the adoption of more technical and administrative innovations with a greater degree of incorporated novelty. Organizational learning exerts a direct effect on administrative innovation efforts although, contrary to previous research, the mediating role of innovativeness is required for the former to affect technical innovation. The research also supports the influence of OI on the attainment of competitive advantages at the business level and in the performance of new services. The greater ability of KIBS to innovate thus constitutes an invaluable resource to foster customer performance and profitability at the business level and in the commercialization of new service offerings.

Despite the fact that the majority of studies have suggested that it is beneficial for organizational performance, some empirical evidence has generated contradictory results concerning these variables. For this reason, this research attempts to look in-depth at the relationships between trust and organizational performance, using organizational learning capability as an explanatory variable. To confirm the hypotheses, the structural equation technique was used on data from a survey carried out in Spanish firms with recognized excellence in human resources management. The results obtained show that, in these firms, organizational learning capability mediates in the relationship between trust and organizational performance.