PhD defence G.S. (Gillian) Martin Mehers

Brief summary: 

Non-governmental organizations (NGOs) are challenged to achieve their ambitious social missions in an environment of constant and unpredictable change. This mixed method study investigated the potential for organizational learning, particularly of the higher-order, for transformational organizational change in strategic NGO processes. The drivers and barriers are explored, as well as the opportunities that systems archetypes and external facilitators may provide NGOs in their learning journeys to strengthened performance and adaptation.

Using exploratory factor analysis (EFA), this research investigated the factors involved in organizational learning in international NGOs, identifying four: leadership, culture, capacity, and systems and structures. NGOs exhibit differentiated performance in these areas, frequently reported as barriers to organizational learning in NGOs. Through multiple case study analysis, the research further investigated the features and outcomes of strategic organizational learning processes. This work aimed to deepen the general academic discourse through the focus on organizational learning of the higher-order, that is associated with organizational transformation. 

Finally, the findings that emerged encouraged the researcher to explore opportunities for additional support for organizational learning inquiry through two mechanisms. Firstly, through the application of systems archetypes to help NGOs identify solutions to persistent, recurring organizational problems; and second, through identification of the roles that external facilitators may play in helping to create the enabling environment for the key features of higher-order organizational learning in NGOs. The ultimate goal of the research was to help international NGOs further strengthen their performance and abilities to adapt to a complex, rapidly changing global environment.