Organizational Learning for Smart Organizations

Purpose: The purpose of this paper is to present the findings of the Project Organizational Learning Partnership (OLP), which has been implemented since 2011 by Business Academy Smilevski - BAS in Skopje and BAS Institute of Management in Bitola, as action research involving ten partner organizations (PO) from the Bitola region. Based on these findings, an integral organizational learning model (IOLM) was tested. In a review of the relevant literature on organizational learning and learning organizations we learn that smart organizations have a very common characteristic with learning organization (Matheson, D. and Matheson, J. 1998): using existing knowledge in strategic decisions, reflection and learning from the strategy implementations, and storing and sharing of knowledge among all stakeholders of the organization. This paper presents the model and the processes in which its implementation can help companies develop into smart organizations. Design/methodology/approach: We propose a holistic approach to the organization and action research design. A basis for the initial design of IOLM are the concepts and best practices derived from Chris Argyris (1996 and 1999), Peter Senge (1994 and 1999), and Bob Garratt (2002). A basis for the research methodology are the design principles and good practices of action research for implementation of organization learning (Comfort, L.K. 1985, Reason, P. 2006, Curzi Y. and Fabbri T. M., 2010,). Apart from findings of global academic studies conducted in this area in the past 30 years, as well as the majority of master and doctoral thesis research conducted at the Institute for Sociological, Political and Juridical Research in Skopje (under the mentorship of the corresponding author), in the action research design findings from workshops conducted with the 10 POs were also used. Therefore, in the action research conducted in POs, an accent was put on designing and implementing mechanisms for upgrade and integration of OL components, on one hand, and knowledge sharing practices among employees, on the other. Originality/value: Most of the research conducted so far has been concerned with the practices and impact of specific OL disciplines (e.g. mental models, team learning, etc.), OL strategies (e.g.. laboratory learning, dialogue, etc.), or a whole component at best (e.g. OL strategies as a whole). The novel benefit of this holistic approach is that it explores the relevance of general OL theoretical concepts and findings for the the actual conditions in SMEs in one region in Republic of Macedonia. This approach provided for a gradual development of systemic solutions and personal competencies for integrated practice of the integral organizational learning model. This model contributes to the transformation into a smart organization. Practical implications: The outcomes of applying a holistic approach to the action research for implementing organizational learning paper are: - a five component integral model of organizational learning developed and tested (process, situations, levels, disciplines and OL strategies); - absence of IOLM key components identified; - measures for gradual development of IOLM by companies designed and tested; - organizational knowledge sharing lessons learned.