| This research bridges the gap between organizational learning and group level studies by examining learning in teams implementing enterprise resource planning (ERP) software. Findings further knowledge about teams and learning generally and ERP teams specifically. The following research questions are answered: How are team learning processes and team learning outcomes related? How do teams use information technology (IT) to support learning? What is the role of team memory in team learning?; Learning is both a process and an outcome. This study introduces the concept of proactive adaptation, which is an observable and measurable construct describing learning as an outcome—revisiting earlier decisions. The process of team learning includes team production processes, team maintenance processes, team structures, and team memory. This study furthers the understanding of organizational memory by advancing empirically supported theory regarding the role of memory in the team learning process. Implications include culture as a form of memory and hierarchy as a source of memory.; Using a multi-method multiple case study research approach combining interview, survey, archival, and observational data, two ERP teams are examined in depth. Causes of high proactive adaptation in these teams include task orientation, action transparency, mutual accountability, mutual support, spirit of inquiry, shared control, an environment of openness, balance between hierarchy and teams, memory residing in individuals, and memory residing in IT. Organizational culture supportive of teams moderates causal relationships.; The critical finding is that team learning processes are determined to a great extent at the outset, by team features. The AmuseCo team substituted small size, co-location, and full-time dedication of members for use of IT for team memory. By contrast, the ExploreCo team was large, physically dispersed, and some of its members were part-time dedicated to the team. Additionally, the AmuseCo team was a simply structured, stand-alone team that was not part of an ERP program and the ExploreCo team was part of a complex ERP program structure consisting of multiple sub-teams. As a consequence, the ExploreCo team made greater use of IT for team memory. Neither team was successful in reusing the knowledge captured in IT-based team memory. |
