Change management is essential for organizational development in dynamic environment. Any change will be resisted by the employees, if their confidence in the organizational system evaporate.This will affect the organizational learning process. Organizational knowledge is the outcome of combination of absorptive capacity of the organization and adaptive skill of the employees. Organizational learning and Organizational knowledge are essential ingredients of innovation. Innovative organization can only survive and grow in a changing & competitive environment. Value based leadership, communication, transparency will improve organizational learning. This coupled with absorptive capacity of the organization and adaptive skill of the employees will lead to organizational development. I feel the link can be established this way.

Professor thanks for your explanation my investigation is about creation and development of Absorptive Capacity in productive organizations at medium-lower innovative intensity sector. In that way I sustain that:

Competitiveness and organizational performance are considered as a result of innovation at organizations; therefore at the evolution of the management sciences from different theories and framework, this matter have been boarder. There are many researches dedicated to the study and comprehension of innovative process and its inductors; ones from the perspective structural/functional and recently from the perspective of the process/capabilities. Due to the structural complexity and the multi dimensionality which is a characteristic of this subject, and owing to this investigation it will be boarder from the perspective of the process/capabilities.

In an environment of constant changes and many and interrelated sides, the organization does not promote organizational learning as a systemic and continuous process, will can not expect to be capable to achieve a higher sustainable performance; due to it needs renovation and reconfiguration of their resources and capabilities in order to innovate and co evolve with the environment in which it operates. (Austin & Peters, 1987) (Drucker, 1993). The majority of innovations are more as a result of the acquisition, transformation and application of knowledge than as an invention; consequently the access and employ of external sources of knowledge became critical for the innovative process in organizations; this process depend of the absorptive capacity: knowing as “the ability of a firm to recognize the value of a new external information-knowledge, assimilated and exploited it with commercial purpose”; this capability is founded at the linkages – connections of the knowledge intertwined and the individual capabilities of the people who constitute organizations. (Cohen y Lenvinthal, 1990)

At an international level do not exist yet a consensus about the meaning of absorptive capacity (CAPAB) as a concept, this has provoked an interesting discussion about how to determine it. Even have been developed an extensive literature about this subject, through quantitative techniques have been produced some intents to operationalize this construct, Lane et al. (2006) and Vega - Jurado et al. (2008b, 2009). They have been insisted on the CAPAB for the higher technological intensity sectors, very dependent of the own R&D and few for sectors with a medium-low technological intensity, where clients, suppliers and interface entities nets have an essential role-play as external sources of knowledge, and where the external interaction mechanisms result decisive for the process of identification and acquisition of knowledge. The organizational learning process is the basis of knowledge assimilation, transformation and application, in that way is through them that this organizational capability is created. It is necessary to understand the elements which influence to develop this process.

In Cuba, it is considered that do not take advantage over all existing intra industrial technological potential and the scientific technological potential developed by the country, due to at a managerial all levels do not exist adequate approach where should be introduced changes in the technological and knowledge generation, acquisition, diffusion, adoption and application. (Faloh et al, 2007) (Triana, 2008) (Law Decret 281, 2007). This creates a great challenge which is necessary to face building economical development from achieved social development; which requires a great creativity and direction to the innovation. (Lage, A., 2012)

Independently with the performance level reached by any productive organizations, the great or the minor,. The classic scheme of spontaneous innovation, which worked before is exhausted, owing to the entrepreneurial system do not uses the researches results, the innovation don’t have necessary to start always from “scientific breakthrough” of the own firm, even though of scientific institutions. (Lage, A., 2012) In that way it is necessary to reorient the industrial development, to control existing technologies of the country and to promote their systematic actualization, paying attention to the energetic efficiency, productive efficacy and environmental impact to contribute enhancing the technological development at the strategic industrial sectors, considering the capability of the country to assimilate and satisfies the services demanded for the importation of technologies, It is vital to drive new ways to stimulate the laborer collective at the base and to strength their participation in the technological problem solution of the production and services.

The research was developed at Cuban Electric Corporation (CEC) which constitutes the core link into the chain value of energetic sector in the Republic of Cuba. The CEC have the mission to guaranteed generation, transmission, distribution and commercialization of electric energy for the clients of residential and public market with a plenty needs and expectations satisfaction. The CEC count with different types of power electric plants to reach this purpose: thermal, fuel oil and diesel engines plants, gas turbines, small hydroelectric and aeolian parks; in an organizational structure that have an adequate adjustment to the particular operational conditions of the country. The nature of their technological strategy in a development country should be to assimilate, optimize and enhance acquired technologies, with the aim objective to increment productivity by organizational and process innovation development, more than a product innovation, in order to increase the organizational performance, over operative efficiency. (Filgueiras & Castro, 2012)

My investigation have the purpose to develop a conceptual model to explain the inductor role of the CAPAB on organizational innovation dynamic, identifying their essential components and the process through CAPAB is created and developed with a set of variables in order to build empirical indicators and to evaluate this organizational capability; the strategies and actions designed and implemented and their impact on the organizational performance at the Cuban Company of Generators and Electrical Services, GEYSEL, of the CEC.

English and English (1958) suggest that organization learning is "not a shift of response or performance as a consequence of change," but rather is signified by an organization responds differently to identical conditions (p. 289). Duncan and Weiss (1979) suggest that organizational learning is the "process within the organization by which knowledge and action-outcome relationships and the effect on the environment of these relationships is developed" (p. 84). In other words, learning is the development of a network based on links between knowledge and outcomes. Weiss (1990) explains that "learning is a relatively permanent change in knowledge or skill produced by an experience (p. 172).

Development is a function of translating organizational learning into either actions or a response repertoire (a term coined by Sitkin, Sutcliffe, and Weick, 1999). Development is seen in the (almost always positive) change in responses to system conditions. So development is similar but distinct from "growth."

Absorptive capacity (as normally discussed) is the extent to which an organization can exploit new information. Often, absorptive capacity is a function of the organizations ability to learn vicariously. Is the organization able to glean information from the environment, and from other organizations' experiences, and use that information to spur development.

Long story short: To establish positive change in response to conditions, an organization must have the ability and desire to process new information to benefit its existing network of action-outcome relationships. More simply: In order to develop, an organization must have the capacity to learn.

Thanks professor Venette..... I am clarifying that the innovation process in organization, as a planned change, is embedded in a continued process of organizational learning which tend to an oriented change which provides an structural internal organizational coupling and with its environment, that guarantee its survival and development in a systematic and continuous way, through the collective learning, produced by the proper management system, enabling organizations to face with their action the internal changes and to adjust its performance to interact with the other systems of the environment and in that way co evolve with them.

Sounds like a interesting project!

Remember that organizations always are balancing innovation and stability. Innovation requires change, and change is inherently risky. Stability allows an organization to avoid the risk of change, but if an organization isn't innovative, it will experience entropy.

Good luck!

Thanks Venette!!!

That is the problem I have with my project ..... I am working with an organization, that I could define as a maquinal bureocracy, that have affraid of risk which have a path through a relative stable environment ...Now this environment is changing with a relative high speed... This organization needs to develop, as soon as possible, absorptive capacity, because have made an important investment in new technology ...... And have not a performance in accordance with this effort.......

Linking Organization - learning - absorptive capacity

https://www.researchgate.net/publication/262640635_LEARNING_IN_MANUFACTURING_ORGANIZATION

http://www.toknowpress.net/ISBN/978-961-6914-02-4/papers/ML13-298.pdf

http://www.canqate.org/Portals/0/Documents/2013/Conference/CANQATE%202013%20Conference%20-%20Governance%20Leadership%20rev%201%20_Merle%20St.%20Clair%20Auguste_%28document%29.pdf

Article LEARNING IN MANUFACTURING ORGANIZATION