Nowadays organizations should learn every day in order to prosper and get knowledge about the process surrounding in order to gain every day major competitive advantage and by learning investments the companies can develop future capabilities due to the skill of learning new processes and how to implement new ideas to diminish cost and risks of being less competitive in the market. According to Warren Wilhelm “Organizational learning is often used to adapt the organization to changes in its business environment. By cutting learning, we greatly reduce the organization’s ability to quickly respond to its changing environment”.
In this topic there are some theories such the classical one and the social learning theory, the classical one contains the Classical Conditioning by Ivan Pavlov that says “A condition stimulus is paired with an unconditioned stimulus”
And the Operant Conditioning by Burrhus Frederic Skinner that talks about the changes in the behavior through the use of positive or negative consequences
· Reinforcement
· Punishment
· Extinction
The social learning theory Explains human behavior in terms of continuous reciprocal interaction between cognitive, behavioral, and environmental influences.
KNOW-HOW:
In general terms, know-how is a knowledge obtained by a company or organization over the time on how to get something done or some processes developed that is a little bit difficult to transfer to other person or corporation.
Teece in 1998 said that “the development of any types of new markets has made know-how increasingly salient as differentiation, and therefore as a source of the competitive advantage of firms”. And there should take into account the Importance of property rights, Technological innovation, Organizational structure, Management strategies and Resource allocation.
Why learning organizations?
Primarily, there are at least 15 reasons to implement learning inside an organization and these are:
- Sustaining performance momentum (A pause in learning results in a lack of developed employees in the future)
- Driving employee engagement and commitment in tough times (Learning is a proven factor in engaging and retaining your best employees)
- Seizing the slowdown as a time to build capability (As the pace of business slows in the downturn, there may be greater opportunity to provide employees with time for learning, without sacrificing productivity.)
- Building the new skills and capabilities needed for success in challenging times. (Unusual economic challenges may require specific training in how to meet them)
- Maintaining knowledge, skills, and capabilities in the face of extraordinary turnover caused by downsizing (Employee turnover without training new employees can result in loss of basic organizational capabilities that risk becoming extinct over time.)
- Sustaining organizational culture (Certain training, for example on boarding, is essential to acculturate employees.)
- Sustaining organizational values (Corporate values are often transmitted through organizational learning)
- Providing essential messages through the downturn. (Without learning, the organization has fewer vehicles for transmitting vital information and communicating desired culture)
- Reinforcing one of the most powerful change resources (Organizational learning is often used to adapt the organization to changes in its business environment)
- Ensuring continued employer attractiveness (A recognized learning organization more easily attracts desired job applicants)
- Shortening time to effectiveness (If we reduce the amount of learning provided, new employees take longer to learn, or never really learn, how to do their jobs)
- Building leaders who can teach leaders. (Many companies use their leaders to teach other employees)
- Ensuring a robust leadership pipeline. (If you cease to develop your leaders internally, you are forced to hire future leaders from outside.)
- Driving alignment. (Learning is a primary way to align your employees, and especially your leaders, around your organizational vision and strategy)
- Encouraging continued innovation and external orientation. (Learning expands your employees’ minds outside the boundaries of their day-to-day jobs, allowing for innovative thinking)
What would be the relationship between cross cultural environments and organizational learning strategies?
The relation between both would be the necessity for the corporations to learn as much as possible the different cultures that are spread over the world in order to be successful in market abroad and prosper in wherever the corporation goes taking into account all the reasons explained earlier in why implement learning inside a corporation.
Bibliography.
- Cooper, Cary L. The Blackwell Encyclopedia of Management. Blackwell Publishing, .Blackwell Reference Online. Retrieved from13 January 2011:
- Learning Theories Knowledgebase (2011, January). Social Learning Theory (Bandura) at Learning-Theories.com. Retrieved from January 12th, 2011:
http://www.learning-theories.com/social-learning-theory-bandura.html
Makridakis, S (1991) What can we learn from organisational failures ?, Long Range Planning, 24(4), 115-126.
- Nelson, D.L. & Quick, J.C. (2010) Organizational Behavior: Science, The Real World and You. South-Western College Publication, 7th. Ed.
- Nystrom, PC and WH Starbuck, (1984, Spring). To avoid organisational crisis, unlearn,Organisational Dynamic@, 53-64.
- Senge, P. (1998) Sharing Knowledge. At Society For Organizational Learning. Retrieved from January 12th , 2011: http://www.solonline.org/res/kr/shareknow.html
- Shukla, M (1994) CORPORATE FAILURES: Why Organisations Fail To Learn. Productivity, 34(4), 629-639.
- Teece, D. (1998) Capturing value from knowledge assets: The new economy, Markets for know-how, and intangible assets. California Management Review. Vol 40 No 3. Spring 1998. Retrieved from January 2011:
- “sustaining organizational learning” by Warren Wilhelm.
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