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• W33440714 abstract "EXECUTIVE SUMMARY We confer the notion that the reconfiguration of both knowledge creation and its distribution within may be dealt with by increasing democracy in the workplace which implies a change towards a distributed and collaborative leadership. Structure, processes, and culture in organizations, are briefly discussed relating them to required leadership. We discuss some of the major factors constraining knowledge creation and its diffusion and suggest that a more profound and comprehensive approach may be required in order to monumentally transform organizations. Such an approach may need to be more systemic, and to include more levels, dimensions, and perspectives. Keywords: Learning organization, Necessary conditions, Constraints, Knowledge, Workplace democracy. INTRODUCTION Emery (1993, p. 2) defines a organization as one structured in such a way that its members can learn and continue to learn within it. The organizational structure itself is an environment for continuing education. Both being consistent with this definition and deviating from it, is central for the argument of this paper. The continuous required within the internal environment is co-dependent with the external environment. Thus, several important trends are currently impinging upon, and being shaped by, organizations. They include growing global and timebased competition, increasing product variety and market risk, increased knowledge content of products and services, shifting labor characteristics, a greater emphasis on customer service and cost reduction, the centrality of change and innovation, the changed nature of strategic and operational activities, and advances in technology (Kelley, 2009). They may combine, in different forms and degrees, to create, and, at times, to exacerbate, turbulent and uncertain environments. In these contexts, important new information about something other than the current goal can arrive at unexpected times or be found in unexpected circumstances. Likewise, some tasks may involve achieving new types of goals or acting in novel contexts, dealing with conflicting goals, or adapting to changing opportunities and cultures. Response time is decreasing and flexibility, novelty, and emergent phenomena are increasing. As a result of increasing environmental complexity, may require: a) increasingly sophisticated monitoring, screening, cognitive and motive and information processing capabilities from organizational members and from the overall organization (Navarra & Cornford, 2009); b) new interdependent organizational structures which are often based upon trust and unstructured authority (Kelley, 2009; Barney & Hesterly, 2008), and c) improving competitive capabilities to enact quick reactions, to track emerging trends and to figure out how to capitalize on these trends (Barney & Hesterly, 2008). These tasks often seem overwhelming for the solo leader. Therefore, the changing reality of learning organizations suggests the need for a different type of leadership than that in which the leader is, explicitly or implicitly, held responsible for most organizational functions. Furthermore, leadership has the added complexity of increasingly having to deal with the inter-organizational level. Thus, we envisage a more collaborative and distributed leadership function than hitherto. The purpose of this paper is to discuss some necessary conditions for organizations' successful creation and diffusion of knowledge and to offer some possibilities for achieving them. The structure of the paper is as follows. First, we sketch a framework for understanding organizations' situation and challenges. Thereafter, structure, processes, and culture in are briefly discussed. An attempt is made to relate each factor to organizational leadership. Next, we briefly discuss some potentially constraining factors and hint at some possibilities to circumvent them. …" @default.
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• W33440714 title "Some Necessary Conditions and Constraints for Successful Learning Organizations" @default.
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