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Business agility is becoming increasingly important for long-term corporate success. One of the crucial aspects of business agility is the ability to learn on an individual, interpersonal and organizational level. The results documented in this paper, however, show that over eleven case studies of differently-sized companies, only a small number actually match the criteria of a learning organization. This displays a clear need for further research into a comprehensible framework in order to help such organizations transform and adapt accordingly. This paper addresses this need and develops the framework of the Market-Orientated Learning Organization, based on the model of ‘Learning Organization’ by Peter Senge (1990). In this framework, Market Orientation serves as the shared goal that stimulates individual, interpersonal, and organizational learning. Furthermore, it aligns learning to customer values and market needs. These learning activities are supported by Senge’s five disciplines: Personal Mastery, Mental Models, Team Learning, System Thinking and Shared Vision. In addition, this paper also discusses different approaches that could facilitate the transformation into a Market-Orientated Learning Organization. Such approaches include an iterative lead user approach, job shadowing and the employee empowerment. |
