Learning Corporate Culture

In today’s knowledge-intensive industries, corporate success massively depends on people and their capacity to work together and create value. Organizations with strong corporate culture are four times to increase revenue (Yazici & Karabag, 2019). Nonetheless, the culture offers more than profit since it includes shared vision, behaviours, and values. Notably, knowledge constitutes the most significant production factor, making individuals who create information the most valuable asset in an organization. Leaders have a mandate to create a comfortable and challenging environment where individuals can develop ideas. I believe learning culture aligns with my goals, priorities, and values among the fundamental company cultures.

Learning culture is characterized by exploration, expansiveness, and creativity (Groysberg et al., 2018). The learning framework encourages employees to expand constantly their knowledge skills and opportunities to innovate through learning; workers re-interpret their world and relationship to it. To create such a culture must be the rule in an organization, not the exception, and considerable losses cannot be the barriers to learning and reward behaviours that facilitate taking bold actions, feedback, and reflection. The culture involves curious employees with their leaders emphasizing adventure, knowledge, innovation by rewarding innovation extensively and punishing failure in trivial manners.

Adapting a learning culture allows the subordinates to be confident with their innovations, challenge the status quo, think critically to avoid a firm being passive instead of creating the capacity to adapt and change. As a curious person, I believe innovation is the highest form of creating a competitive and challenging workplace. Learning culture allows the advancement of society by solving social challenges and enhances the organization’s capacity to act. Innovations enable firms to gain a competitive advantage in penetrating the market faster and allow employees to develop original concepts (Groysberg et al., 2018). Nonetheless, each company needs to evaluate its mission and objective before adopting a particular corporate culture. Organizational culture is among the few sources for organizations to maintain viability, effectiveness, and competitive advantage.

References

Groysberg, B., Lee, J., Price, J., & Cheng, J. (2018). The leader’s guide to corporate culture. Harvard business review, 96(1), 44-52.

Yazici, S., & Karabag, A. (2019). Organizational culture, learning organization and innovation in German higher education institutions. In Learning Organization and Innovation in German Higher Education Institutions (November 18, 2019). IACCM Conference.