Description of Organizational Learning Network and Identification of Factors Influencing Its Formation Using Network Analysis Method (Case Study: Khorasan Regional Electric Company

Purpose: In modern organizations, where survival and growth depend heavily on agility and the ability to respond to rapid changes in the external environment, facilitating an efficient learning process and integrating it into the daily operations of employees has emerged as one of the primary challenges for leaders. Traditional formal training processes, which once formed the backbone of organizational learning, have proven to be inadequate in addressing the dynamic and fast-paced nature of contemporary business environments. As such, there has been a growing emphasis on fostering informal learning environments where social interactions among employees play a pivotal role in facilitating knowledge sharing and skill development. This shift has underscored the need for more innovative and flexible approaches to organizational learning. This research aims to explore the structure of the organizational learning network and identify the factors that influence its formation, specifically within the context of the Khorasan Regional Electric Company. The study seeks to provide a comprehensive understanding of how the company’s organizational learning network operates, who the key players are, and what factors contribute to the creation and evolution of this network.
Methodology: To achieve this, the research adopts a quantitative approach, utilizing social network analysis (SNA) as the primary methodological tool. Social network analysis is an effective way to map and examine the relationships and interactions within a group or organization, allowing for a detailed understanding of how knowledge flows and how learning occurs within a network of individuals. The structure of the organizational learning network was analyzed using descriptive social network analysis indicators. These indicators provided valuable insights into the overall connectivity within the network and helped in identifying the positions of different individuals within the system. The research focused on a sample of 327 employees from the Khorasan Regional Electric Company, including both experts and managers, as the study’s population. To collect data on the relational aspects of the organizational learning network, a specialized social network analysis questionnaire was developed. The data collected through this questionnaire provided a rich source of information for understanding the nature and scope of the organizational learning network. For data analysis, VOSviewer software was employed, which enabled the visualization of the network structure and the identification of key nodes and relationships. In addition, a broad range of statistical indicators specific to social network analysis were used to assess the strength, density, and cohesion of the learning network
Findings: The results of the analysis revealed several key findings regarding the organizational learning network of the Khorasan Regional Electric Company. Firstly, the overall structure of the learning network was found to be fragmented, with a notable lack of cohesion. This suggests that the network is not well-integrated and that many employees are operating in relative isolation, without strong ties to other members of the organization. A significant proportion of the actors within the network were positioned on the periphery, meaning they are not actively contributing to the knowledge exchange but instead are primarily consumers of the knowledge that is shared within the organization. This could indicate that many employees are not fully engaged in collaborative learning processes or that there are barriers preventing them from actively participating in knowledge-sharing activities. Secondly, the analysis of the factors influencing the formation of the organizational learning network revealed several important variables. It was found that similarities in terms of assistantship, gender, education, and work experience played a significant role in determining the structure of the learning network. These factors appear to influence the likelihood of individuals forming connections and engaging in knowledge-sharing activities with one another. For instance, employees with similar educational backgrounds or professional experiences may be more inclined to collaborate and share knowledge, thereby reinforcing the cohesion of the network. Gender and assistantship (or hierarchical status) also seemed to affect the formation of connections within the network, suggesting that social and organizational dynamics are important factors in shaping the learning environment. However, one of the more surprising findings of the study was that organizational training, particularly the traditional and formal methods that have been commonly used, did not have a significant impact on the formation of the organizational learning network. This suggests that formal training programs may not be the most effective way to foster a learning-oriented culture within the organization. Instead, it highlights the importance of informal learning mechanisms, such as social interactions and collaborative work, in shaping the organizational learning network.
Research limitations/implications: Sample Size and Generalizability: The study was conducted within a single organization (the Regional Electric Company of Khorasan) with a sample of 327 employees. This may limit the generalizability of the findings to other organizations or industries with different structures, cultures, or sizes.
Methodological Constraints: While the study used social network analysis (SNA) and software like VOSviewer to analyze relational data, this method might not capture all the nuances of informal learning processes or the complexity of human interactions. Other qualitative approaches, such as interviews or case studies, could complement the findings and provide deeper insights into individual behaviors and motivations.
Cross-sectional Nature: The research was cross-sectional, meaning it captures a snapshot of the network at a single point in time. Longitudinal studies would help in understanding how the network evolves over time and how learning dynamics change with organizational development.
Exclusion of Informal Learning: Although the study focuses on formal structures, informal learning interactions, which are often crucial in organizational knowledge exchange, were not explored in detail. Future research could look at how informal, non-structured interactions contribute to the overall learning network.
Limited Factors Analyzed: The study identified certain variables like gender, education, and work experience as significant factors influencing the learning network. However, there may be other factors (e.g., leadership style, organizational culture, and external influences) that were not included but could play a role in shaping the learning environment.
Implications for Practice: Despite the limitations, the findings suggest that organizations need to focus on fostering interdepartmental communication, knowledge-sharing cultures, and communities of practice to enhance organizational learning. These steps could address the fragmentation observed in the learning network and promote more effective knowledge dissemination.
Impact of Training Programs: The lack of significant impact from traditional training programs suggests a need for more innovative, informal, and social-based learning interventions. Organizations might consider shifting from formal training to more collaborative, peer-driven learning initiatives that align better with the networked structure of modern work environments.
Practical implications: Based on the findings, the study recommends several strategies for enhancing the organizational learning network and improving knowledge-sharing practices within the Khorasan Regional Electric Company. One key recommendation is that organizational leaders should focus on strengthening interdepartmental communications. By encouraging collaboration between different departments and fostering cross-functional relationships, the organization can create a more cohesive and integrated learning network. Additionally, promoting a culture of knowledge sharing is essential for ensuring that employees feel comfortable sharing their expertise and learning from one another.
The creation and development of professional working communities, such as committees and specialized working groups, is another critical step in enhancing the organizational learning network. These communities can serve as platforms for knowledge exchange, allowing employees with similar interests or expertise to collaborate on projects and share best practices. Furthermore, it is important to establish connections between learning facilitators and other actors within the organization. Learning facilitators, who play a central role in guiding and supporting the learning process, should be positioned as key connectors within the network to help bridge gaps and promote collaboration among employees. Ultimately, fostering a more dynamic and interconnected organizational learning network requires a shift away from traditional, formal training methods and towards more flexible and interactive learning processes. By prioritizing social interactions, encouraging knowledge sharing, and creating supportive learning environments, organizations can enhance their capacity for continuous learning and adaptation, which is essential for thriving in an increasingly complex and competitive business landscape. In conclusion, the findings of this research underline the importance of adopting innovative approaches to organizational learning that go beyond formal training. By focusing on the social fabric of the organization and supporting collaborative learning, organizations can build more resilient and agile teams capable of navigating the challenges of the modern business environment. The results suggest that the key to fostering a more effective organizational learning network lies in promoting social interactions, knowledge exchange, and professional collaboration, which can ultimately lead to improved performance and growth.
Originality/value: This research is highly original as it analyzes the organizational learning network within a specific company (Khorasan Regional Electric Company) and addresses the challenges and opportunities of learning in modern work environments, which are influenced by rapid changes and the need for agility. By utilizing Social Network Analysis (SNA) and specialized software like VOSviewer, the study provides a deep understanding of the structure and dynamics of organizational learning and identifies the factors influencing the formation of this network. The value of this study lies in its demonstration of the importance of informal learning through social interactions among employees, highlighting that formal training alone cannot create a dynamic and integrated learning environment. The findings suggest that organizational leaders should focus on strengthening interdepartmental communications, fostering a culture of knowledge sharing, and creating professional working communities to enhance organizational learning and team adaptability. These insights provide practical recommendations for organizations looking to enhance their learning capabilities and adaptability, making the study highly valuable for organizations aiming to improve their learning processes.