Living art organizations present a special interest in research stressing cognitive processes and development of intangible resources like knowledge and capabilities. In living art organizations, production processes like rehearsals and tunings whose goals are to develop both tacit and tangible capabilites are readily observable and have undeniable effects on performance quality, revenues and costs. The observations of four opera houses support the conjecture that strategy and organizations could be preconditions for learning.
TARONDEAU, J.C. (2008). Strategy and Organization for Organizational Learning: a Case Analysis of Large Opera Houses. In: Advances in Applied Businiess Strategy. vol. 10: Competence Perspectives on Learning and Dynamic Capabilities. 1st ed. Elsevier, pp. 55-74.