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ijcrb.webs.com INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS JANURAY 2011 VOL 2, NO 9 customers, research and development and other important issues. For instance, every customer's demand in a counseling company is treated as an independent project and a temporary organizational design is set up for performing of this mission. The structure will be broken up while the project is completed. Briefly, adhocracy culture is specified with a dynamic, entrepreneurial and creative working environment. People stick their necks out and take risks. Commitment to operational experiment and experience and innovation create cohesion and integration in the organization. Emphasis is highly put on being on the first line of knowledge and new products and services. Preparation for change and accepting of new challenges are significant. Long-term emphasis of the company is on fast growing and obtaining of new resources. Success means producing of unique and new products and services. Type of culture: clan Orientation: participatory Type of leader: facilitative, instructor and preceptor (mentor i.e. guide), builder or architect of team Value incentives: commitment, relation, development and progress Theory of effectiveness: human development and participation leads to effectiveness. Type of culture: Hierarchy Orientation: control Type of leader: coordinator, supervisor, organizer or founder Value incentives: efficiency, appropriateness, stability and steadiness Theory of effectiveness: control and efficiency with efficient processes lead to effectiveness. Flexibility and freedom of action Stability and control Figure 2: Competing values of leadership, effectiveness and organizational theory (Cameron and Quinn, 2006) Type of culture: Adhocracy Orientation: creative Type of leader: innovative, entrepreneur, fancier or imaginary Value incentives: innovative output, metamorphism, agileness Theory of effectiveness: innovation, insight and new resources lead to effectiveness. Type of culture: market Orientation: competitive Type of leader: hard driver, competitor, generator Value incentives: market share, achieving purpose, productivity Effectiveness theory: competition along with aggressive aspect and focusing on customer lead to effectiveness. COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 328
ijcrb.webs.com INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS JANURAY 2011 VOL 2, NO 9 5. Organizational learning and knowledge management Organizations like human beings won't probably be successful unless they could learn from previous events of their environment, transfer such knowledge across the organization and regulate their behavior as it is required in reaction with regard to the acquired knowledge (Goh, 1998). According to Peterson & Hicks (2000) organizations need to operate learning process in order to establish learning culture and indulge talent and genius. Organizational learning has attracted too much attention to itself in organizational literature (Argris & Schon, 1978; Hall, 2001; Quinn & Cameron, 1099; Schein, 1993; Sange, 1990). Kolb's model describes learning in the form of a four-phase cycle which is started from experiencing and moves with thinking and reflection and conceptualization and then it reaches to experimentation and is accompanied with re-starting of the cycle. As the world changes organizations must learn to change for life continuation and faster growing. The most essential priority of learning is how to learn rapidly. Organizations must know that learning is a necessity not a choice (Schein, 1993). Sange (1998) states that sharing of knowledge is happened when individuals are sincerely interested in helping each other in creating of new capabilities for taking action and activity. Sharing of knowledge has relation with learning process creation. Popper and Lipshitza (1998) have represented a two-level approach (structural and cultural) for organizational learning. Structural level is focused on mechanisms of organizational learning. These mechanisms are institutionalized structural and procedural arrangements that allow organizations to perform collecting, analyzing, saving, disseminating and applying of information related to performance of the organization systematically. Cultural level is focused on shared values without which learning mechanisms will probably have ceremonial aspect instead of being a method for identification and modification of mistakes. Sange (2990) states a clear reason for being converted to a learner organization. He has summarized the process of achieving to a learner organization and core of the learner organizations in system theory. Garvin (1993) says: "a learner organization is the one that is skillful in creating, acquiring and transmitting of knowledge and regulating of its behavior in order to reflect new knowledge and insight." Purpose of the learner organization is to implement change in organizational culture that has relation with environmental encouragement for strategic change for effective knowledge management. Melander (2001) recommends that knowledge management innovation could not be durable or successful in any environment in which suitable conditions have initially been provided for learning. Model of learner systems is constituted of three main elements- focus, will and capability (Drew and Smith, 1995). i. Focus means clear and obvious understanding of path and insight and is resulted from strategic thinking, knowledge and recognition of key decision making groups. Probably it has been symbolized with separated and obvious parts in strategic programs. ii. Will is the power of strategic purpose. Having tendency towards determining of extensive purposes and encountering with various challenges is the feature of groups and organizations with a high level of will. Will needs emotional commitment and high levels of energy which could be the result of nervous state and stress caused by disatistisfaction from the present situation. COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 329
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