Spiritual themes of the “learning organization”

Abstract

In the information age, the key to competitive advantage, claim many contemporary management thinkers, is no longer land or capital but knowledge, and specifically the capacity of organizations to acquire knowledge that translates into ongoing organizational innovations. The learning organization is a model of the organizational type that allows the human spirit to flourish so that creativity and innovation are possible. This study examines the characteristics of the learning organization, emphasizing its spiritual themes of employee growth, collaboration, and a sense of community. Points of convergence and divergence between the learning organization model and traditional spiritual understandings of employees and organizations are explored. Learning from these spiritual sources, it is argued, will not only help organizations achieve business objectives, but allow human beings to flourish within organizations.

"Learning by Doing in Social Networks: The North American Automotive Engine Plants, 1995-2006"

“…For example, it is established common knowledge in the traditions of human resource management that highly motivated workers with job satisfaction and organizational commitment contribute to the overall performance of organizations, which also generates the assumption that workers encouraged to have good attitudes toward organizations are a crucial factor for an organization to increase the effectiveness of its learning by doing processes (Porth, McCall, & Bausch, 1999). In general, a stable work environment in terms of job security or trust among workers built by workers' good job attitudes is essential for effective organizational learning.…”

Self-actualization and individuation: some thoughts on organizational spirituality in relation to high performing workplace cultures

“…Observing how organizations have operated over the last decade, it is clear to see that they have viewed the investment of new technologies, product innovation, and marketing or financial activities as the sole source of value creation (Fawcett et at. , 2008;Porth et at., 1999). These value creations, however, fail to create a unique competitive advantage as they are easily replicated.…”

“…These value creations, however, fail to create a unique competitive advantage as they are easily replicated. The only source of competitive advantage, which does not end in parity, is found in the long-term commitment ofhigh performing employees (Porth et at, 1999).…”

“…However, improved employee commitment to organizational goals has shown a positive correlation to higher financial results then of those organizations that lack employee commitment (Collins & Porras, 1994). Furthermore, adapting organizational spirituality in the workplace has been empirical tested to show that it improves employee commitment to organizational goals (Porth et at., 1999). Therefore, it can be suggested that organizational spirituality may impact an organizations financial performance.…”

“…The organizational culture will reflect the organizational vision, mission, values, and goals only by defining expected employee behaviours and attitudes, training and development and ensuring that leadership models the set organizational values (Schein, 1999). Many high performing organizations superficially understand the inner workings of their culture but have not formalized a methodology that facilitates and fosters self-actualization and spiritual development (Porth et al, 1999).…”