| dc.description.abstract | The purpose of this research is to analyze the culture in the 1. Frigate Squadron to explore potential links between organizational culture and organizational learning. To achieve this, the study builds upon insights from two previous master's theses in the field. Eirik Vatne Nilsen and Sindre Røsland’s study from 2021 assessed the Royal Norwegian Navy, concluding the Navy qualifies as a learning organization “to a less extent”. The 1. Corvette Squadron was identified as more aligned with the principles of a learning organization than the 1. Frigate Squadron. Furthermore, Karl Martin Aarsrud and Jørgen Gulland’s study from 2022 examined the relationship between organizational culture and organizational learning within the 1. Corvette Squadron and other naval units, uncovering a potential correlation. This research aims to explore if the 1. Frigate Squadron's lower classification as a learning organization is reflective of its organizational culture, particularly in comparison to the 1. Corvette Squadron, which has demonstrated greater success as a learning organization.
This master's thesis uses the Organizational Culture Assessment Instrument (OCAI), which is based on the Competing Values Framework (CVF) (Cameron & Quinn, 2013; Quinn & Rohrbaugh, 1983). The survey (OCAI) was sent out to all employees who sail in the 1. Frigate Squadron. 65 responses out of a possible 580 form the data base for the study. The response rate is relatively low, and this could have an impact on the validity of the research.
The study's findings indicate that while establishing a direct link between organizational culture and organizational learning is challenging, there are several indications suggesting a connection between the two. The organizational culture seems to relate to organizational learning in the 1. Frigate Squadron compared to the 1. Corvette Squadron to some extent. The 1. Corvette Squadron might have a culture that is more conducive to facilitating organizational learning overall. Consequently, this may be applied to other departments in the Navy, and reinforces the conclusion reached by Aarsrud and Gulland (2022). A shift in the 1. Frigate Squadron's culture towards greater flexibility, increased discretion, and a more pronounced external focus and differentiation could potentially enhance organizational learning within the squadron. | |
