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Learning Organizations in Action:Evidence from the Downstream Hydrocarbon Industry in India


Affiliations
1 School of Management, KIIT University Bhubaneswar, India
 

The objective of this study is to investigate the dynamics of organization development in the Indian downstream hydrocarbon industry. The qualitative approach adopted, allows author to understand better all the dynamics, challenges and complexities that characterize companies facing change. The author used public information, internet resources, in-house journals and companies' document to gather necessary information. In building a learning organization, organizations go through specific development stages: "(a) knowledge acquisition, (b) knowledge sharing, and (c) knowledge utilization". Six dimensions influence these three stages: (a) culture in organizations, (b) empowerment and leadership, (c) communication dynamics, (d) knowledge transfer, (e) employee quality, and (f) capability upgrading. If other case studies confirm or improve upon the author's suggestions, useful guidelines could arise for companies dealing with change management. This paper shows how three highly bureaucratic companies have built learning organizations to manage change effectively.

Keywords

Learning Organization, Change Readiness, Hydrocarbon Sector, Knowledge Management.
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  • Learning Organizations in Action:Evidence from the Downstream Hydrocarbon Industry in India

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Authors

Ashok K. Sar
School of Management, KIIT University Bhubaneswar, India

Abstract


The objective of this study is to investigate the dynamics of organization development in the Indian downstream hydrocarbon industry. The qualitative approach adopted, allows author to understand better all the dynamics, challenges and complexities that characterize companies facing change. The author used public information, internet resources, in-house journals and companies' document to gather necessary information. In building a learning organization, organizations go through specific development stages: "(a) knowledge acquisition, (b) knowledge sharing, and (c) knowledge utilization". Six dimensions influence these three stages: (a) culture in organizations, (b) empowerment and leadership, (c) communication dynamics, (d) knowledge transfer, (e) employee quality, and (f) capability upgrading. If other case studies confirm or improve upon the author's suggestions, useful guidelines could arise for companies dealing with change management. This paper shows how three highly bureaucratic companies have built learning organizations to manage change effectively.

Keywords


Learning Organization, Change Readiness, Hydrocarbon Sector, Knowledge Management.

References





DOI: https://doi.org/10.23862/kiit-parikalpana%2F2016%2Fv12%2Fi2%2F132950