Indeed, Dixon (1994) , in describing an “organizational learning cycle,” suggested that
“accumulated knowledge… is of less significance than the processes needed to continuously
revise or create knowledge” (p. 6). These processes are closely related to the notion of “continuous
improvement” through which an organization continuously identifies, implements and institutionalizes
improvements. The improvements are embedded in the organization through routines that may be written policies, prescribed machine settings, quality control limits or “best practices” for dealing with frequently occurring circumstances.