Although this type of learning is good for quick learning of even complex tasks, it quickly leads to conformity which impedes creativity and innovation. Because of the resulting strong closed culture of Nike, learning new behaviors and ways of thinking is difficult for employees and as a consequence, organizational learning is limited. Nike's strong culture has other implications as well. Employees at Nike are caught in a trap when they learn from other members and not from the environment around them. This is reinforced by the great success of Nike in the past.
Employees fall into a competency trap as a result of the firm's past success.
This occurs as Nike becomes risk averse due to employee reluctance to experiment, innovate and be creative because the organizational culture encourages doing things the way they have been done in the past. It is precisely this hesitancy to experiment and adapt to the outside environment in which Nike must compete, that could cause the company problems in the rapidly changing world market for athletic footwear. In attempting to change Nike's culture to make it more receptive to experimentation and innovation, I would suggest that the present employees be made aware of their learning trap and how it affects organizational success. A socialization training program to encourage teamwork, creativity and innovation should be started and participation rewarded. New learning requires a sensitivity to the environment, and new ideas.