خلاصة:
The aim of this research is to understand and assess the application of organizational learning capabilities in the status quo and review desirable situations in the context of the agricultural faculty environment. Data were collected from 329 faculty members in 19 public agricultural faculties using a survey questionnaire. Results indicate that organizational learning capabilities are below average in the status quo of agricultural faculties. When different capabilities are compared, it seems that sharing knowledge, a flexible structure and system thinking provide more organizational learning opportunities for Iranian agricultural faculties. Finally, the implications of the results and further research are discussed.
ملخص الجهاز:
Department of Business Administration, Lund University, Sweden (Received: 16 November, 2013; Revised: 1 June, 2014; Accepted: 8 June, 2014) Abstract The aim of this research is to understand and assess the application of organizational learning capabilities in the status quo and review desirable situations in the context of the agricultural faculty environment.
When different capabilities are compared, it seems that sharing knowledge, a flexible structure and system thinking provide more organizational learning opportunities for Iranian agricultural faculties.
e. , shared vision, system thinking, learning organizational culture, flexible structure, personal mastery, transformational leadership and sharing knowledge) been practiced in the status quo of the agricultural faculties?
Organizational learning is defined as the ability to detect and correct error (Argyris and Schön, 1978); the way firms build, supplement, and organize knowledge and routines around their activities and within their culture adapt and develop organizational efficiency by improving the use of the broad skill of their workforces (Dodgson, 1993); the continual expansion of the organization’s capacity to create its future (Senge, 1990); the skill of creating, acquiring and transferring knowledge (Garvin, 1993); the process by which the organizational knowledge base is developed and shaped" (Shrivastava, 1981); the development or acquisition of new knowledge or skills in response to internal or external stimuli that leads to a more or less permanent change in collective behaviour and that enhances organizational efficiency and/or effectiveness (Spicer and Sadler-Smith, 2006), and the acquisition of knowledge by any of its units that is recognized as potentially useful (Huber, 1991).