According classical organizational theory for renewal to be strategic and to avoid de-individuation organization should encompass the entire enterprise--not simply the individual or group--and it should recognize that the organization operates in an open system, rather than having a solely internal focus. Although theorists have recognized the strategic importance of organizational learning as a means of providing a sustainable competitive advantage, few organizational learning frameworks have illustrated the tension between exploration and exploitation that is at the heart of strategic renewal.
Organizational learning is a dynamic process for initiating creativity in employees (Peggy, 1996). Not only does learning occur over time and across levels, but it also creates a tension between assimilating new learning (feed forward) and exploiting or using what has already been learned (feedback). Through feed-forward processes, new ideas and actions flow from the individual to the group to the organization levels (Kim, 1993). At the same time, what has already been learned feeds back from the organization to group and individual levels, affecting how people act and think. The concurrent nature of the feed-forward and feedback processes creates a tension, which can be understood by arraying the levels against one another.
According to role theory the roles we carry shape the way we see ourselves and help to define the behaviors we should exhibit, and those we should not. Roles also help us to communicate responsibilities and set expectations for appropriate responses from others.
Adjusting to or meeting role expectations can however create problems. Role ambiguity is one such problem. Role ambiguity occurs when either the focal person or others around him/her are unclear about the nature or expectations of a role. Role ambiguity can plague employees endeavoring to successfully attain and maintain new responsibilities or goals. On the other hand, a person may not......
