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INTRODUCTION
In today’s tough market and fast changing environment–generated by fierce competition,
ever-changing technology, and change in customer preferences–resulting in more
uncertainty for businesses, it is of the utmost importance that a company has the capability
to be flexible and to continuously adapt to the environment (Garvin, Edmonson, & Gino,
2008; Brown, 2011). In order to achieve competitive advantage an organization can rely on
two processes: organizational learning (OL) and organizational development (OD). With
that in mind the aim of this present paper is twofold. First, providing an understanding of
OD through its diagnostic process, its impediments, and its techniques. Second, using one
of OD techniques (the learning organization approach) as a window, the concept of OL as
well as its theories will be explained with the purpose to provide an understanding of how
learning unfolds within organization, and how to foster this process through the lens of
knowledge sharing.
ORGANIZATIONAL DEVELOPMENT
OD is a planned change, managed from the top, aiming at improving an organization’s
capabilities (Seo, Putnam, & Bartunek, 2004). Before implementing any change, a
diagnostic process–i.e. assessing an organization current performance state and identifying
areas for improvement–is often necessary. This process is one of the essential components
in the OD program. One method within this process called the performance gap can also
be used. This method consists of collecting data on both desired and actual level. The gap
level can then be spotted and thus represent the area(s) of improvement (Brown, 2011).
To facilitate this process several diagnostic models can be used depending on the nature of
the problem and/or the objective of the OD program. Among them, Burke and Litwin’
(1992) model of organizational performance and change can be highlighted. This model
provides 12 factors to assess an organization’s performance, depending on the nature of the
intended change both/either transformational and/or transactional. It is important to note
that in case of qualitative diagnosis, bias and error can happen. Hence, to reduce bias and
error during such organizational analysis the diagnostic funnel framework can be applied
(Gregory, Armenakis, Moates, Albritton, & Harris, 2007). Once diagnosis process is
performed, through the identification of problem or improvement areas, a change program
tailored to the organization’s needs can be developed and implemented.
Several development tools, or techniques, exist to make the change happening. Basically,
there are three strategies to implement change (Brown, 2011 bis). First, behavioural
strategy focuses on changing attitudes and values of individual, leading to new behaviours
