High order organizational learning in air navigation services: the role of cross-functional teams

Abstract

"An organization's ability to learn, and translate learning into action rapidly, is the ultimate competitive advantage". The paper examines how a particular class of organizations dealing with the provision of air navigation services may implement organizational learning (OL) by introducing cross-functional teams (CFTs) in the learning feedback loops. After providing the research framework and definitions, the paper explains why organizational learning is critically important to success. Generally, OL theories do not particularly focus on how practically OL can be achieved when treating the organization as a system. Our hypothesis is that an effective OL mechanism can be established by introducing CFTs in the learning feedback loops. The hypothesis was tested in two cases in which CFTs were used to perform strategic business planning following a particular method while observing OL taking place. The conclusion is that although the management may multiply or reduce OL impact, CFTs in the learning feedback loops produce concrete, detectable OL. Suggestions are made on where further research may be needed.