Originality/value-This paper develops a novel learning model that can deepen our understanding of the practices and processes involved in multilevel learning. These lessons learned were classified into three categories: (1) organizational capacity, (2) organizational embeddedness and (3) collective awareness. An inductive approach is used for data analysis.įindings-An empirically grounded learning model was developed based on an interorganizational project following eight lessons: capacity building, personality traits of leadership, working procedures, impeccable planning and implementation, involvement of stakeholders, design compatibility, investigation of underground services, conditions and maintenance of databases, and conceive rational timelines. Purpose-The purpose of this study is to consolidate the existing research on interorganizational projects and to explore how organizations learn by closely examining multilevel learning, that is, organizational and interorganizational learning.ĭesign/methodology/approach-This article adopts a single case study approach, examining the Islamabad-Rawalpindi Metro project in Pakistan, with data consisting of interview results and archival data.

Keywords: interorganizational learning dynamic managerial capabilities technological cluster digital port interorganizationa llearning mechanisms.

This research allowed expanding the knowledge related to the cluster perspective and interorganizational learning, providing the identification of mechanisms that favor the development and mobilization of dynamic managerial capabilities, which collaborate to fill theoretical gaps related to the constructs and reveal their complex nature that is determinant for the governance of a cluster. The study revealed that the existence of a department for cluster management is essential to maintain relations between companies and their professionals. It was identified formal and informal mechanisms that enable the learning between companies and the importance of the role of management core in fostering interorganizational learning, through the various projects that have integrator scope and cooperation between companies. The data analysis was based on content analysis techniques proposed by Bardin. This is an exploratory research and it uses a qualitative approach through a single-case study. This study proposes to identify interorganizational learning mechanisms and their integration to the dynamic managerial capabilities in a technology cluster.

Industrial clusters are highly concentrated professional environments, being a potential area for development of dynamic managerial capabilities and interorganizational learning.

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