مقاله انگلیسی رایگان در مورد هوش احساسی و یادگیری سازمانی در نمایش تجاری – امرالد 2017

In order to innovate and stay on top of the competition, all organizations must make learning a priority. Understanding new industry developments, product innovations, changes in customer needs and competitive threats represent some of the issues that should rank high among organizational learning requirements. Even in situations with minimal competition, continuous learning is necessary for an organization to thrive and survive. Organizational learning is defined as “…a method of successfully dealing with continuous change,” (Jordan 2005, p 456); the development of insights based on new knowledge that has the potential to influence behavior (Slater and Narver, 1995); and organizational change processes (Scott-Ladd and Chan, 2004). Organizational learning can take place internally; for example, in departmental meetings, weekly sales updates and quarterly training sessions. Organizational learning can also take place externally. Peters et al. (2010) argue that collaboration with those outside of the organization contributes to a knowledge network that leads to organizational learning which can be used to serve the customer. Examples of external learning opportunities occur in conversations with vendors, reading new industry literature and attending conferences or trade shows Trade shows are one of the most convenient and cost-effective methods for increasing and improving organizational learning. This is particularly relevant considering that trade Downloaded by DURBAN UNIVERSITY OF TECHNOLOGY At 15:35 15 December 2017 (PT) 3 shows provide a unique vehicle aimed at acquiring new information and knowledge. Organizations learn from customers, distributors, and other strategic partners at trade shows. According to Slater and Narver (1995), the development of long term trusting relationships can ultimately evolve into “learning partnerships.” Although organizational learning is often seen as a benign activity, trust is crucial in determining whether or not new information is seen as valid. According to their seminal article, Morgan and Hunt (1994) define trust as “…confidence in an exchange partner’s reliability and integrity” (p. 23). Trust is critical in relationships between buyers and sellers and “plays a crucial role in learning and in developing the knowledge integration capability” (Revilla and Knoppen, 2015, p. 1410). This paper argues that trust in the information source is a prerequisite for an organization to accept and incorporate new information. In the current business environment, information is often provided from anonymous or unverified sources, much of which can be of a questionable nature. For example, employee informants from within an organization will often only share information on the condition of anonymity or even the information written at the leading business papers tends to rely on anonymous sources. Scott-Ladd and Chan (2004) argue that there are inherent risks when it is presumed that all learning will be beneficial to the firm. Organizations who blindly accept information as true without a system of verification can open itself up to grave and unfortunate negative outcomes.