| This qualitative case study explored organizational learning by asking information that was gained from the external environment through customer contact. A model of organizational learning based on the Parsonian sociological paradigm provided the basis for studying three aspects of the group's work: environmental interface through contact with the external customer, action-reflection on information considered important, and dissemination and diffusion of important information from study subjects to others in the organization. The model describes the basic activities that facilitate a systems perspective of organizational learning.; In depth interviews of a group of eight sales and marketing representatives were conducted using grounded theory methods. Questions were structured using the three aspects of the group's work identified above. Sample and analysis processes using the triangulation of data sources were employed.; Study findings demonstrated that activities that support the learning functions identified in the model were present in the group studied. First, subjects obtained important information through contact with customers, thereby facilitating adaptation to the external environment. Second, subjects acted on information based on objectives that reflect the organization's goals. Third, subjects transferred information through formal and informal channels, thereby facilitating integration of the information between organizational units.; Study findings also revealed fundamental dysfunctions in the operation of the organizational learning system within the corporation. The system was hindered by non-collaborative patterns between individuals and groups. Subjects identified non-collaboration as territorial disputes, inadequate linkages between organizational groups, the absence of positive reinforcement, a reactive approach to decision making, and management behavior that allowed or promoted these characteristics. Factors that subjects identified as the cause of non-collaboration were the examples set by formal leaders, territorialism, and heavy workloads. These findings reinforce the concepts of the Parsonian exchange media as predicted by the organizational learning model.; The findings of this study suggest the value of the organizational learning model as the basis for developing theory and practical interventions. Suggestions for further research are offered. Implications for the practice of Human Resource Development are identified. |
