Unveiling network learning as a strategy for interorganizational network change
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Abstract
In response to shifts in the parcel logistics market during the 1990s, the global Express Mail Service (EMS) network underwent a decade-long transformative learning process that reshaped its procedures, structure, and network interpretations. Based on a retrospective qualitative case study, this research analyzes how a multilevel learning process contributed to the transformation of the EMS Network. The findings show that the EMS network, comprising over one hundred organizations, spontaneously split into two sub-networks (strategic and wide), facilitating a more efficient and systematic learning process. This division also underscores asymmetries in the extension and interaction dynamics of the two sub-networks. Coordination dynamics were central, embodied in the EMS Unit (EMSU), a hub that emerged from the learning process to become the network’s governance structure. This study contributes to network learning theory by advancing an asymmetric model, demonstrating that systemic transformation is possible without equal participation from all members when supported by effective governance. It also offers practical guidelines for service networks seeking to improve their performance through strategic learning and network coordination.
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