Abstract
This paper discusses the dynamic interaction between organizational learning processes and their outcomes in the context of innovative business process development and change projects in a pharmaceutical company. Through the answers to the research questions, I wish to demonstrate the paths to deutero‐learning, which seldom can be empirically identified in an organization. The paper uses notions of strategic, operational and cultural outcomes—including their intangible and tangible manifestations—to explain different results in organizational learning processes.
From 1998 to 1999, the pharmaceutical case company applied an evolutionary, process simulation‐based business process development method. This method was used to invent and implement business process innovations in the New Product Development process, to shorten the time‐to‐market of its new medical entities. Successive process simulations guided and focused the business process development and actions on the strategically most valuable areas. The process simulations prepared the organization for the change, and promoted the implementation of the process outcomes.
The successive simulations have triggered and thereafter sustained individual and organizational learning. Thus, they have accelerated organizational learning processes and the development of knowledge and innovations. The case demonstrates efficient deutero‐learning, enabled through empowered successive process simulations. The results indicate that development projects are more successful, if there are intangible learning outcomes and systemic process learning at the early stages of the project. This also supports double‐loop learning in the business process development project and assists changes in norms to occur. Copyright © 2004 John Wiley & Sons, Ltd.