Organizational Learning - Coursework Example

? Organizational learning al affiliation Organizational learning Can organizational learning be considered a predictor of effective strategic management? I. Abstract Successful strategic management considers knowledge management as one of the most critical trends in organizational learning. Even though majority of knowledge management approaches have not turned out to be successful, organizational learning can be employed when trying to comprehend the success and failure of an organization. Successful strategic management can be observed should an organization recognize and evaluate the organizational abilities needed for the effort of foreseeing the achievement of the organization’s success. This study aims at providing literature to significant hypothetical basis concerning organizational abilities to foresee successful strategic management. Without an empirical study of the theoretical framework, scientific research designs and analysis, the abilities of the organization, through information outlines and data panels cannot be identified (Hult, Ketchen and Nichols, 2003, p. 541). II. Introduction Organizational learning can be used to comprehend the determinants of successful strategic management since it is a significant objective of the operations management discipline. Provided with such an objective, it is rather astounding that the Sekaran procedure is concentrated on clarifying the significance of organizational learning to an organization (Sekaran and Bougie, 2009, 117). The importance of organizational learning seeks to be explained in the following study. The following research argues that the resource-based approach of the organizational training of employees and executives provides a promising hypothetical ground for assisting in the prediction of successful strategic management. The thesis of the argument is that organizations can improve the performance and prediction of their success through accumulation and utilization of strategic resources and organizational learning. III. Part 1: A. Theoretical framework The hypothetical structure of the argument is grounded on the importance of organizational learning in the current global community. Organizational learning involves the training and evaluation of the skills and academic standards of the employees in an organization. The success of strategic management requires the skills and implementation of the academic level or performance of the employees of the organization. According to Phipps and Burbach, the ability of an organization to achieve its goals greatly depends on knowledge management (Phipps and Burbach, 2010, p. 11). Knowledge management in turn engages the monitoring of databases and statistical panels regarding the dealings and operations of the firm (Beer, Voelpel, Leibold and Tekie, 2005, p. 446). For the employees to realize how to use and implement such information, they have to be fully acquainted with the skills regarding such procedures. The ability and skills of the employees of an organization greatly rely on organizational learning for full implementation and prediction of the strategies imposed. B. Purpose of the study The research model of implementing a theoretical framework was adapted by Sekeran and implemented by Chen and Huang. According to Chen and Huang, organizational learning relates with knowledge management in the sense that the knowledge infrastructure ability of an organization influence the operations that take place in every business unit of the organization (Chen and Huang, 2007, p. 110). Therefore, depriving the discussion from this assumption, the purpose of this study is to recognize the actual relationship between information infrastructure, the knowledge procedure, and organizational effectiveness from the perception of teamwork, before asserting that organizational learning is able to foresee the success of the strategies of an organization (Sekaran and Bougie, 2009, 202). C. Variables identified i. Analysis The success of strategic management can be identified through a scientific and statistical research. The research can be carried out with the use of variables such as the age of the organization since formation, the size of the firm, the age of the industry, the kind of industry, data acquirement, information sharing, enrollment, training, membership and performance evaluation (Muthusamy and White, 2005, p. 417). ii. Results Even though prior research focuses on the effects of the human resource operations, a small number of researches investigate the effect of organizational learning on the accomplishments of the strategies of the company. The analysis of the variables used by Chen and Huang’s study depicts the weight of influence of organizational training and staffing on the strategic measurements of the firm. From the results, it can be concluded that organizational can influence the future effectiveness of strategies imposed and implemented by an organization. IV. Part 2: A. Scientific research Strategic managers also add to the achievement of the goals of an organization by advancing the capacity for change within the organization. Strategic managers have been proven by the study carried out by Chen and Huang, to influence the preparation of change within an organization. The change can be because of the implementation of strategic management approaches imposed by the executives of the firm. The managers attribute their management skills to proper organizational learning. The analysis of this study focuses the primary support in the non-profit literature and context of the industry to imply that developing the capacity for change is a very crucial role for managers. A comparison of profit and non-profit organizations can be made to approve the unequal nature of the relationship between organizational learning and successful strategic management. The behavior of both managerial directors is principled by the motive of the organization and staff, while implementing the function of explanation and persuasive direction. The strategic management approaches used by a manager from a non-profit firm particularly vary from those used by a manager from a profit making organization. Both approaches might assist in the approval of change. Fascinatingly, a research carried out by Phipps and Burbach implies that the behavioral strategic approaches used by managers from both types of organizations were principled in both crisis and secure settings of an organization (Phipps and Burbach, 2010, p. 14). Thus, organizational learning plays a significant role in implying the procedure for putting together the ability for accepting change might be different for both types of organizations (Beer, Voelpel, Leibold and Tekie, 2005, p. 448). Under such a context, planned change within an organization can fall under similar values and findings as effective strategic management. Lewis and Seibold studied the contribution of effective communication on the success of strategic management. Communication is crucial in the prediction of the results of strategic management. Under the context of public organizations, lack of effective and official communication between the top management and subordinate staff greatly attributed to reduced receptiveness by employees for the change procedure. The functional areas of the firm rely on communication from above and horizontal operations within the departments of the organization. For such an organization to improve its communication, organizational learning is one strategy able to reform necessary change. Management strategies that spend time in analyzing the functional areas can guide towards learning and widening of the perceptions of the managers and skills essential for them to run the firm (Muthusamy and White, 2005, p. 439). V. Conclusion For effective operation of tactical management policies and plans, organizations are required to fit and side with their organizational learning strategies, abilities and skills. Complete and successful management within a highly competitive and steady changing setting can only be accomplished through organizational learning in fields such as communication, management behavior of profit and non-profit organizations and knowledge management. The capacity of the staff to change in accordance with new surroundings and imposition of management strategies can be determined and improved through organizational learning (Hult, Ketchen and Nichols, 2003, p. 550). The concept derived from this study asserts that managers are supposed to be aware of the leading universal and essential changes made in organizational learning. Therefore, organizational learning is able to predict the success of strategic management, should the managers impose the right changes on staff and data management. References Anderson, K. K. (2009). Organizational Capabilities as Predictors of effective knowledge management: an Empirical Examination. New York: ProQuest LLC  Beer, M., Voelpel, S. C., Leibold, M. and Tekie, E. B. (2005). Strategic Management as Organizational Learning: Developing Fit and Alignment through a Disciplined Process. Long Range Planning Volume 38, Issue 5, October 2005, Pages 445-465 Chen, C. and Huang, J. (2007). Strategic human resource practices and innovation performance: The mediating role of knowledge management capacity. Journal of Business Research 62 104–114 Hult, G. T. M., Ketchen, D. J. and Nichols, E. L. (2003). Organizational learning as a strategic resource in supply management. Journal of Operations Management 21 (2003) 541–556 Levin, D. Z. and Cross, R. (2004). The strength of weak ties you can trust: the mediating role of trust in effective knowledge transfer. Management science, Vol. 50, No. 11, November 2004, pp. 1477-1490 Muthusamy, S. K. and White. M. A. (2005). Learning and Knowledge Transfer in Strategic Alliances: A Social Exchange View. Organization Studies 26(3): 415–441 Phipps, A. K. and Burbach, E. M. (2010). Strategic Leadership in the Nonprofit Sector: Opportunities for Research. Nebraska-Lincoln: University of Nebraska-Lincoln Sekaran, U. and Bougie, R. (2009). Research Methods for Business: A Skill Building Approach. New York: John Wiley and Sons Read More