| Current research clearly indicates that human capital is a firm's most important asset in creating distinctive, competitive advantage. Paradoxically, however, the value of this asset is neither clearly defined nor understood, thus contributing to the failure of many strategic change initiatives. Within the last decade, the position of the Chief Learning Officer (CLO) has evolved to help develop a firm's human capital and align it with the firm's strategies, structures, and processes. To date, however, the role of the CLO remains rather amorphous. The purpose of this study, therefore, was to research what specific knowledge, skills, and competencies a CLO must or should have to help effect successful organizational change. This study examines those issues by using qualitative and quantitative methods. In Phases 1 and 2, structured and semi-structured interviews were conducted with senior executives and CLOs, and in Phase 3 published interviews with CLOs were reviewed. A content analysis of the data from these first three phases, plus research on the four key change management strategies, were then used to design a survey, which in Phase 4, was sent to CLOs, their superiors, peers, and subordinates. In Phase 5, survey results were then quantitatively analyzed through principle component and regression analysis to determine significant correlations of change management processes and CLO competencies to change management success. A view of Worley's (1995) depiction of the "Organizational Development Perspective" in strategy development, Block's (2002) construct of the social architect, and Denzin and Lincoln's (2000) view of the bricoleur are discussed in considering the evolving role of the Chief Learning Officer (CLO) in impacting positive organization change. The results of this study, which yielded a list of specific CLO competencies, have important implications for both practice and theory. Such results can help firms that may be considering hiring a CLO to better define that position. And for those firms with individuals already filling such positions, the results may help guide their efforts to hone and operationalize the CLO's role, aligning it within the context of the firm's organizational change initiatives. In terms of scholarship, this study adds to the growing body of research in organization development by providing evidence of the value that human capital can have in shaping and reflecting organizational goals. |
