Details of Research Outputs

This chapter describes the concept of corporate sustainability and its implications for strategic change. It examines the relationship between leadership and strategic change. The chapter also examines a framework of organizational learning that introduces the relationship between styles of leadership, and organizational learning. In particular, Crossan, Lane, and White's 4I learning framework, is one of the most cited among the literature, provides insights to our understanding of the link between leadership, organizational learning, and strategic change. The 4I learning framework involves four psychological and social processes: intuiting, interpreting, integrating, and institutionalizing. Based on the 4I learning framework, feedforward flows refer to the learning process initiated from organizational members' intuitive cultivation, knowledge, and experiences. Feedback learning flows refer to how institutional factors, such as organizational systems, structures, routines, and cultures, affect individuals and groups. The chapter considers how different styles of leadership affect learning stocks.