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EXECUTIVE SUMMARY
For the purpose of this study, correlation analysis and regression analysis are used to uncover the relationships among the different elements of the learning organization, which include knowledge acquisition, organizational memory, innovativeness, and responsiveness. The interaction with the stakeholders and the impact of the different elements of the learning organization on the negotiation behavior of the executives are emphasized.Based on the findings of this study, it appears that Portuguese organizations are aware of the importance of the learning organization elements when interacting with their stakeholders. Furthermore, these elements appear to be, for the most part, significantly correlated. Knowledge acquisition and organizational memory appear to be instrumental with regard to the ability of the executives to be responsive and innovative when dealing with stakeholders. Collaborative negotiation behavior is found to be dependent on the elements of the organizational learning, rather than on the characteristics of the executives. Overall, organizational memory appears to be very important toward mobilizing the resources of the internal stakeholders and also toward building trust with the external stakeholders.
Keywords: Organizational Learning, Negotiation, Stakeholders, Open Systems Organizations
INTRODUCTION
As organizations shifted from internally focused and efficiency based closed-system modes of doing business to externally focused and effectiveness based open-system modes of doing business, their approach to managing internal and external conflict also evolved. The closed-system organization approach to conflict management with internal and external stakeholders was based on a 'we-win you-lose' orientation. As such, the management of these organizations utilized a competitive negotiation behavior in order to maximize gains for their organizations. This was evident by the way closed-system organizations dealt with their customers. In this context, the attitude of these closed-system organizations when dealing with their customers was 'we made it, you buy it'. The relationship of these organizations with their suppliers was based on hard bargaining to obtain the lowest price possible. At times, this meant encouraging suppliers to compete against each other on a price only basis. Needless to say, closed-system organizations did not appreciate and foster a joint strategic partnership with their suppliers.
As the competitive environment became fiercer and the stakeholders became more sophisticated, most organizations shifted toward the open system mode of doing business. With this shift, organizations began to consider internal and external...