Organizational learning : A qualitative analysis of conditions and predecessors for organizational learning in Fast Track

• Main Author: Kaland, Cecilia
• Format: Others
• Language: English
• Published: Norges teknisk-naturvitenskapelige universitet, Psykologisk institutt 2013
• Online Access: http://urn.kb.se/resolve?urn=urn:nbn:no:ntnu:diva-21720

This study has explored the process of knowledge sharing within an organizational context. Furthermore, it has explored the occurrence of organizational learning and explored the PRIMA method in light of organizational learning. The origin of the study is based on cooperation with a division X within Statoil ASA. In order to illuminate the research question we chose to utilize a qualitative approach. All informants were connected to Fast Track and a total of 8 in depth semi-structured interviews were carried out. Furthermore, grounded theory was utilized as our method and tool for analysis. The results found indicate that knowledge is mostly shared within informal forums. Nevertheless, both formal and informal structures are utilized as knowledge sharing channels. However, the results also indicate that certain facets are important predecessors for knowledge sharing to take place, such as good relations, trust and motivation. Furthermore, it appears that a positive flow of communication depends upon common understanding and shared mental maps. The results also illuminate a challenge in regards to sustaining knowledge learnt in Fast Track within formal channels. Lastly, results indicate that the PRIMA holds potential for organizational learning, but mostly so when employees are invited to participate. However, in regards to raising awareness it appears to be insufficient beyond the management level. The results also contribute to illuminate future implications for organizational learning and the PRIMA method. Based on the results it is suggested that the organization arrange for the development of new networks across subcultures like professions and that they arrange for dialogue to create common understandings and shared mental maps to guide their employees’ actions. In addition, it is suggested that PRIMA utilize the potential of its workshops to create arenas for dialogue. Most of all the results illuminate the necessity of inviting the organizations employees to participate in the utilization of the PRIMA method.