Table II. Data matrix: Organizational... | Emerald Publishing

Table II.

Data matrix: Organizational learning for AACC

OL construct	OL sub construct	Exemplary quotes
Knowledge acquisition	Drawing on knowledge available at the project’s birth	“The company always has projects in partnership with universities, research centers and manufacturers. In the case of ClimaGrid, we went straight to INPE, which is a research institution. In the case of a previous project, we developed a smart meter, so it was made in partnership with an equipment manufacturer” (I.1)
	Learning from experience	“If you get the historical rainfall and stream flow and elaborate statistical models to predict the rainfall tomorrow, you’ll miss it. Historically, it rains more in January but this year did not rain. So, history not necessarily predicts what will happen. The weather is very crazy nowadays” (I.1)
	Learning by observing other organizations	“We share the results of the ClimaGrid project in national and international events and, in these events, we meet people who like the project, work with similar things and come to discuss with us. So we end up learning, having ideas and improving”(I.1) “We look at the market and we follow what other companies are doing, but this is so new that I think that few companies disclose something … We also try to talk to our colleagues in Portugal but the reality there is very different. So, for example, right now they are going through periods of flooding, while we’re facing droughts” (I.4)
	Grafting components that possess needed knowledge	“As far as I know, companies like EDP can’t afford to keep specialists in a given subject. It is not feasible. … And, as far as I know, there is no professional dedicated to climate change issues … It won’t be and I doubt it would make sense anyway” (I.2)
	Searching for information about the organization’s environment and performance	“The search for learning is historical. We look at our results, based on quality indicators. We have the DEC indicator, which is related to duration of interruptions and the FEC, which is the frequency of interruptions. We analyze them through the causes and found that the major cause is weather-related” (I.3) “We are unable to measure the effect of ClimaGrid on the reduction of the interruption duration, because there are also many other actions made by the company, as compact network, live line work etc. … But, of course, there was a positive impact” (I.1)
Information distribution	–	“Today we generate daily forecast reports [on the expected behavior of climatic variables] for the concession area …. Those reports are dispatched to all the network operational teams. Also the Operation Center Coordinator plan how they will deploy the operational teams [when interruptions in the energy distribution caused by climatic variables are expected]” (I.1) “This daily report [summarized weather information, prepared by the engineering team] goes to the entire company. So, which department of the company is able to do this reading and send it to the whole company today? It’s the Operations Center. It is the most affected area The Customer Service receives, the commercial offices receive, the Operational teams receive, and the Engineering receives. These are the main areas. … you may imagine whether the person [from those areas] should have to do the reading [of the raw data on weather]. We would spend unnecessary energy” (I.3)
Information interpretation	–	“I think they [referring to the Operational teams] can link the tool to the climate, especially because the name of the platform makes them think about it, but I do not know to what extent they see the global challenge of climate change. I know this is a matter of acculturation and awareness. Perhaps we have not reached that point with them. I guess they do not see it as contributing to the management of climate change” (I.4) “There is always a little change in the way people think. Once you develop a tool that generates results, improves quality indicators and routines, I think people begin to think differently. Not only senior management, but even others begin to think differently on their daily life” (I.1)
Organizational memory	–	“The data stored in ClimaGrid might help to better understand the potential to incorporate distributed energy into the grid, mainly based on wind, sun and rain. On the demand side, ClimaGrid will also allow the study of rainfall, temperature and humidity, which influences electricity consumption” (EDP, 2013b)

OL construct	OL sub construct	Exemplary quotes
Knowledge acquisition	Drawing on knowledge available at the project’s birth	“The company always has projects in partnership with universities, research centers and manufacturers. In the case of ClimaGrid, we went straight to INPE, which is a research institution. In the case of a previous project, we developed a smart meter, so it was made in partnership with an equipment manufacturer” (I.1)
	Learning from experience	“If you get the historical rainfall and stream flow and elaborate statistical models to predict the rainfall tomorrow, you’ll miss it. Historically, it rains more in January but this year did not rain. So, history not necessarily predicts what will happen. The weather is very crazy nowadays” (I.1)
	Learning by observing other organizations	“We share the results of the ClimaGrid project in national and international events and, in these events, we meet people who like the project, work with similar things and come to discuss with us. So we end up learning, having ideas and improving”(I.1)“We look at the market and we follow what other companies are doing, but this is so new that I think that few companies disclose something … We also try to talk to our colleagues in Portugal but the reality there is very different. So, for example, right now they are going through periods of flooding, while we’re facing droughts” (I.4)
	Grafting components that possess needed knowledge	“As far as I know, companies like EDP can’t afford to keep specialists in a given subject. It is not feasible. … And, as far as I know, there is no professional dedicated to climate change issues … It won’t be and I doubt it would make sense anyway” (I.2)
	Searching for information about the organization’s environment and performance	“The search for learning is historical. We look at our results, based on quality indicators. We have the DEC indicator, which is related to duration of interruptions and the FEC, which is the frequency of interruptions. We analyze them through the causes and found that the major cause is weather-related” (I.3)“We are unable to measure the effect of ClimaGrid on the reduction of the interruption duration, because there are also many other actions made by the company, as compact network, live line work etc. … But, of course, there was a positive impact” (I.1)
Information distribution	–	“Today we generate daily forecast reports [on the expected behavior of climatic variables] for the concession area …. Those reports are dispatched to all the network operational teams. Also the Operation Center Coordinator plan how they will deploy the operational teams [when interruptions in the energy distribution caused by climatic variables are expected]” (I.1)“This daily report [summarized weather information, prepared by the engineering team] goes to the entire company. So, which department of the company is able to do this reading and send it to the whole company today? It’s the Operations Center. It is the most affected area The Customer Service receives, the commercial offices receive, the Operational teams receive, and the Engineering receives. These are the main areas. … you may imagine whether the person [from those areas] should have to do the reading [of the raw data on weather]. We would spend unnecessary energy” (I.3)
Information interpretation	–	“I think they [referring to the Operational teams] can link the tool to the climate, especially because the name of the platform makes them think about it, but I do not know to what extent they see the global challenge of climate change. I know this is a matter of acculturation and awareness. Perhaps we have not reached that point with them. I guess they do not see it as contributing to the management of climate change” (I.4)“There is always a little change in the way people think. Once you develop a tool that generates results, improves quality indicators and routines, I think people begin to think differently. Not only senior management, but even others begin to think differently on their daily life” (I.1)
Organizational memory	–	“The data stored in ClimaGrid might help to better understand the potential to incorporate distributed energy into the grid, mainly based on wind, sun and rain. On the demand side, ClimaGrid will also allow the study of rainfall, temperature and humidity, which influences electricity consumption” (EDP, 2013b)

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