Open Change as Organizational Learning: The Case of a Tourist Company

In: G. Sroślak (Ed.), Contemporary Science. The Theory and the Practice, AMR, Krakow, pp. 7-14, 2016

10 Pages Posted: 21 Nov 2016 Last revised: 22 May 2018

See all articles by Jarema Batorski

Jarema Batorski

Jagiellonian University - Faculty of Management and Social Communication

Karolina Mikołajczyk

Jagiellonian University - Faculty of Management and Social Communication

Date Written: 2016

Abstract

Nowadays organizational change started to play more and more important role in existing organizations. Complexity of the environment in which companies have to function results in creating very complex changes. Efficient change management became one of the most crucial and important abilities that all companies should have. It is strongly dependent on knowledge resources, brought to a company by its employees and managers, as well as the experience gathered throughout the years of functioning on a market. Gathering a wide scope of those information helps companies to prepare themselves for upcoming turbulences and let them learn and evolve. If a company is capable of creating appropriate organizational culture that supports employees' self-improvement, occurring change proceeds smoothly and becomes a valuable opportunity instead of a threat. The paper presents a relationship between change, particularly open change, and organizational learning. Organizational learning may be understood as assumption sharing. It is interpreted as a social construction which transforms acquired cognition into accountable abstract knowledge. Sharing assumptions or cognitive maps among organizational members constitutes the base of learning. Organizations are considered as artifacts based on cognitive maps members use to orient themselves in their organizational interactions. Organizational learning consists of the process of modifying these maps. Creation of an open change necessitates a strengthening of organizational learning; such strengthening is possible if the business satisfies specific conditions. The aim of the paper is to introduce a project of organizational change in a company called Nautica Safari, using the concept of an open change.

Keywords: open change, tourist enterprise

JEL Classification: D83, L83

Suggested Citation

Batorski, Jarema and Mikołajczyk, Karolina, Open Change as Organizational Learning: The Case of a Tourist Company (2016). In: G. Sroślak (Ed.), Contemporary Science. The Theory and the Practice, AMR, Krakow, pp. 7-14, 2016 , Available at SSRN: https://ssrn.com/abstract=2867984

Jarema Batorski (Contact Author)

Jagiellonian University - Faculty of Management and Social Communication ( email )

ul. Prof. S. Łojasiewicza 4
Krakow, 30-348
Poland

Karolina Mikołajczyk

Jagiellonian University - Faculty of Management and Social Communication ( email )

ul. Prof. S. Łojasiewicza 4
Krakow, 30-348
Poland

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