Exploring knowledge creation processes as a source of organizational learning: A longitudinal case study of a public innovation project

- Build a theoretical framework that unites organizational learning and knowledge creation theories.
- Demonstrate how the organizational learning and knowledge creation theories are similar, how they are different, and how complement each other.
- Apply the framework as theoretical lens to study a full scale innovation project in a public service organization.
- Develop 8 propositions that represent an empirically-driven research agenda and I claim theoretical advances to the existing theories (extended case method).

The purpose of the study is to reestablish the link between theories of organizational learning and knowledge creation - theories that in research, have been pursued as independent themes for almost two decades. Based on the literature review, I build a framework that proposes how the two streams of literature complement each other, how they are similar, and how they are different. To understand the framework's empirical applicability, I utilize it as a theoretical lens to study an innovation project in a Danish public service organization. Based on a longitudinal and participatory research strategy, I build eight propositions that are used to discuss and extend the organizational learning and knowledge creation literatures and to justify the framework's applicability. Finally, I present the managerial implications and the conclusions of the study.