Learning in adaptive spaces:how customer experience professionals experience learning during technology-mediated interaction, and implications for organisational learning

This research investigates how customer experience (CX) professionals experience learning through their use of digital technologies in organisations, and considers the implications for organisational learning. A phenomenographic methodology was used to compare the variation in employees’ experiences of learning, and the research employed a conceptual framework of post-structuralism and complexity to investigate how digital technologies affect organisational learning and knowledge management. Complexity Leadership Theory was used as a way to interpret the complexity dynamics that occur through digitally mediated interactions in organisations, and provided a way to conceptualise these interactions as taking place in ‘adaptive spaces’. The research found that a lack of etiquette regarding the use of digital tools can adversely affect processes of meaning-creation during the technology-mediated work of CX professionals. The findings indicate that a more intentional use of technology – a ‘digital etiquette’ – can be viewed as a dynamic capability, and has the potential to improve the way in which CX professionals contribute to organisational learning. The findings also demonstrate that improving digital etiquette in adaptive spaces is an appropriate response to problems of knowledge management under conditions of complexity. The research will be of interest to those seeking a clearer understanding of the potential of the CX function to contribute to organisational learning, and also to those aiming to design programmes of learning that prepare students effectively for complex environments

A Complex Systems Paradox of Organizational Learning and Knowledge Management

Many organizations are striving to survive and remain competitive in the current uncertain and rapidly changing economic environment. Businesses must innovate to face this volatility and maintain their competitiveness. Organizational learning is a complex process with many interrelated elements linking knowledge management with organizational innovation. In this paper we use several theories (i.e., organizational learning, knowledge management, organizational innovation, complexity theory, and systems theory) to discover and study the interrelationships among the organizational learning elements. The purpose of this paper is threefold: (1) We identify organizational learning as a mediating variable between knowledge management and organizational innovation; (2) We further present a paradox where decisions that are expected to improve organizational learning, surprisingly do not work; and (3) We show this paradox is not the result of overlooking organizational learning elements, but rather, caused by neglecting to consider the complex interrelationships and interdependencies among them