Organizational learning, integrity and value through process-oriented innovations

In an era marked by changing business models and evolving networks, a leadership challenge entails the successful management of processes towards learning, value generation, and organizational renewal. This article applies facet theory as the means of integrating two diverse, contemporary management orientations: process-oriented innovations and organizational learning. Both approaches advocate comparable principles, organically societal structures, and mindsets that challenge existing ways of thinking and acting in business and governance. Reframing through facet theory contributes nuanced insights into the multidimensionality and dynamic complexity of interactions between organizational learning and process-oriented innovations. The essence of intersections between the two approaches helps define the facets of a mapping sentence expressing the study's research design. Facet definitions and specifications lead to configurational hypotheses regarding profiles differentially contributing to improved practices. By testing the ensuing model, future research can provide valuable prescriptions for practice and offer new insights into how business enterprises and organizations learn through ongoing process-oriented innovations.