We honor Mark Easterby-Smith for three fundamental contributions to the organizational learning (OL) discipline. First, Mark Easterby-Smith’s entrepreneurial spirit and intellectual curiosity have led him to evolve dynamically as the field has evolved. From his roots in management education and development, Mark’s work has connected the four areas of organizational learning, the learning organization, knowledge management, and dynamic capabilities. Second, consistent with his criticism that the OL field has been dominated by quantitative methods and positivist approaches, Mark has pursued qualitative work and generated rich case data and novel theories. Finally, in a discipline in which diverse terms and definitions abound and interconnections among these terms are frequently absent, Mark Easterby-Smith has taken the role of an organizer, an integrator, and a builder. He has facilitated dialogue in a very inclusive fashion. Indeed, the way in which Mark Easterby-Smith has evolved and supported the community may be his greatest contribution.
Birkinshaw, J. and Sheehan, T. ( 2002) ‘Managing the Knowledge Life Cycle’, MIT Sloan Management Review44(1): 75-83.
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Davies, J. and Easterby-Smith, M. ( 1984) ‘Learning and Developing from Managerial Work Experiences’ , Journal of Management Studies21(2): 169-84.
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Easterby-Smith, M. ( 1990) ‘Creating a Learning Organization’, Personnel Review19(5): 24-8.
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Easterby-Smith, M. ( 1997) ‘Disciplines of Organizational Learning: Contributions and Critiques’, Human Relations50(9): 1085-113.
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Easterby-Smith, M. and Lyles, M. ( 2003a) Blackwell Handbook of Organizational Learning and Knowledge Management. Oxford: Blackwell.
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Easterby-Smith, M. and Lyles, M. ( 2003b) ‘Watersheds of Organizational Learning and Knowledge Management’, in M. Easterby-Smith and M. Lyles (eds) Blackwell Handbook of Organizational Learning and Knowledge Management, pp. 639-52. Oxford: Blackwell.
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Easterby-Smith, M. and Prieto, I. ( 2008) ‘Dynamic Capabilities and Knowledge Management: An Integrative Role for Learning?’, British Journal of Management19(3): 235-49.
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Easterby-Smith, M., Burgoyne, J. and Araujo, L. ( 1999) Organizational Learning and the Learning Organization: Developments in Theory and Practice. London: Sage.
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Easterby-Smith, M., Crossan, M. and Nicolini, D. ( 2000) ‘Organizational Learning: Debates Past, Present and Future’, Journal of Management Studies37(5): 783-96.
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Easterby-Smith, M., Lyles, M. and Peteraf, M. (2009) ‘Dynamic Capabilities : Current Debates and Future Directions’ , British Journal of Management20 (S1): S1-S8.
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Easterby-Smith, M., Lyles, M., and Tsang, E. ( 2008) ‘Inter-organizational Knowledge Transfer: Current Issues and Future Prospects’, Journal of Management Studies45(4): 661-74.
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Easterby-Smith, M., Snell, R. and Gherardi, S. ( 1998) ‘Organizational Learning: Diverging Communities of Practice?’, Management Learning29(3): 259-72.
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Easterby-Smith, M., Antonacopoulou, E., Simm, D. and Lyles, M. ( 2004) ‘Constructing Contributions to Organizational Learning: Argyris and the Next Generation’, Management Learning35(4): 371-80.
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Easterby-Smith, M., Graca, M., Antonacopoulou, E. and Ferdinand, J. ( 2008) ‘Absorptive Capacity: A Process Perspective’ , Management Learning39(5): 483-501.
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Eisenhardt, K. and Martin, J. ( 2000) ‘Dynamic Capabilities: What Are They?’, Strategic Management Journal21: 1105-21.
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Grant, R. ( 1996) ‘Toward a Knowledge-based Theory of the Firm’ , Strategic Management Journal17: 109-22.
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Hong, J., Easterby-Smith, M. and Snell, R. ( 2006a) ‘Cross-cultural Influences of Organizational Learning in MNCs: The Case of Japanese Companies in China’, Journal of International Management12(4): 408-29.
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Hong, J., Easterby-Smith, M., and Snell, R. ( 2006b) ‘Transferring Organizational Learning Systems to Japanese Subsidiaries in China’, Journal of Management Studies43(5): 1027-58.
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Huber, G. ( 1991) ‘Organizational Learning: The Contributing Processes and the Literatures’, Organization Science2: 88-115.
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Lyles, M. and Easterby-Smith, M. ( 2003) ‘Looking Back to the Future’, in M. Easterby-Smith and M. Lyles (eds) Blackwell Handbook of Organizational Learning and Knowledge Management, pp. 1-16. Oxford: Blackwell.
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Matsuo, M. and Easterby-Smith, M. ( 2008) ‘Beyond the Knowledge Sharing Dilemma: The Role of Customization’, Journal of Knowledge Management12(4): 30-43.
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Nonaka, I. and Johansson, J. ( 1985) ‘Japanese Management: What About the "Hard" Skills?’ , Academy of Management Review10(2): 181-91.
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Prieto, I. and Easterby-Smith, M. ( 2006) ‘Dynamic Capabilities and the Role of Organizational Knowledge’, European Journal of Information Systems15(5): 500-510.
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Senge, P. ( 1990) The Fifth Discipline: The Art and Practice of the Learning Organization. New York: Doubleday/Currency .
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Teece, D., Pisano, G. and Shuen, A. ( 1997) ‘Dynamic Capabilities and Strategic Management’ , Strategic Management Journal8: 509-34.
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Shrivastava, P. ( 1983) ‘A Typology of Organizational Learning Systems’ , Journal of Management Studies20: 7-28.
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Vera, D. and Crossan, M. ( 2003) ‘Organizational Learning and Knowledge Management: Toward an Integrative Framework’, in M. Easterby-Smith and M. Lyles (eds) Handbook of Organizational Learning, pp. 123-41. Oxford: Blackwell.
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Zahra, S., Sapienza, H.J. and Davidsson, P. ( 2006) ‘Entrepreneurship and Dynamic Capabilities: A Review, Model and Research Agenda’, Journal of Management Studies43(4): 917-55.
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Zollo, M. and Winter, S.G. ( 2002) ‘Deliberate Learning and the Evolution of Dynamic Capabilities’, Organization Science13: 339-51.
