“Subtle Learning and Organizational Identity as Enablers of Strategic Change” is a research paper that explores the relationship between subtle learning, organizational identity, and strategic change. The authors argue that quiet learning, which refers to the acquisition of knowledge that is implicit and difficult to articulate, and a strong organizational identity, which refers to a shared sense of purpose and values among employees, are crucial enablers of strategic change.

The paper describes how subtle learning and a solid organizational identity can facilitate strategic change through various mechanisms, including knowledge sharing, problem-solving, and experimentation. The authors also discuss the challenges organizations face in leveraging subtle learning and organizational identity for strategic change and strategies for overcoming these challenges.

The paper concludes that subtle learning and a solid organizational identity are crucial enablers of strategic change. In terms of future aspects, the authors suggest that future research should focus on understanding how organizations can effectively leverage subtle learning and organizational identity for strategic change and the impact of quiet learning and corporate identity on strategic change and performance. Additionally, the authors suggest that future research should focus on the implications of the findings for different types of organizations and industries, as well as how organizations can leverage subtle learning and organizational identity to achieve a competitive advantage.

The article concludes that subtle learning and a solid organizational identity are crucial enablers of strategic change. The authors argue that quiet learning, which refers to the acquisition of knowledge that is implicit and difficult to articulate, and a strong organizational identity, which refers to a shared sense of purpose and values among employees, can facilitate strategic change through a variety of mechanisms, including knowledge sharing, problem-solving, and experimentation.

In terms of future aspects, the authors suggest that future research should focus on understanding how organizations can effectively leverage subtle learning and organizational identity for strategic change and the impact of quiet education and corporate identity on strategic change and performance. Additionally, the authors suggest that future research should focus on the implications of the findings for different types of organizations and industries, as well as how organizations can leverage subtle learning and organizational identity to achieve a competitive advantage.

Other articles have also highlighted the importance of organizational learning and different factors such as teams, absorptive capacity, social identity, emotions, and subtle education in facilitating organizational learning and strategic change. Some articles have also discussed the challenges organizations face in leveraging these factors and the importance of considering the context and culture of the organization when implementing them. Future research should focus on providing a more detailed and nuanced understanding of these concepts and understanding the practical challenges and limitations of implementing them in organizations. Research should also focus on the implications of these concepts for different types of organizations and industries, as well as how organizations can leverage them to achieve a competitive advantage.