Examples of Good Practices that Generate Trust, Learning Cultures and Organization Resilience

Dragana Mitrić – Aćimović; Marija Popović; Ivana Jošanov-Vrgović; Jasmina Knežević; Radojka Šolak

Authors

Dragana Mitrić – Aćimović Fakultet organizacionih studija „EDUKA“, Majke Jevrosime 15, 11 000 Beograd
Marija Popović Fakultet organizacionih studija „EDUKA“, Majke Jevrosime 15, 11 000 Beograd
Ivana Jošanov-Vrgović Fakultet organizacionih studija „EDUKA“, Majke Jevrosime 15, 11 000 Beograd
Jasmina Knežević Visoka škola strukovnih studija za obrazovanje vaspitača i trenera, Banijska 67, 24 000Subotica
Radojka Šolak Filozofski fakulutet, univerzitet u Novom Sadu, Dr Zorana Đinđića 2, 21 000 Novi Sad

Keywords:

trust, learning culture, corporate culture, organization

Abstract

The development of a learning culture has been a priority for organizations around the world for decades. Its importance has been further highlighted by the onset of the pandemic and other events in the VUCA world. However, in practice, achieving this goal proves to be challenging, possibly due to the low levels of trust observed within organizations. This paper examines the crucial relationship between trust generated in an organization through certain practices and the level of development of a learning culture. Besides a theoretical review highlighting the significance of this relationship, the paper presents results from a pilot study conducted in 2020 with a sample of 101 employees from organizations in Serbia. The findings confirm the hypothesis of a significant correlation between practices that generate organizational trust and the learning culture. The strongest correlations with the learning culture are found in managers providing relevant feedback, support for learning through micro-lessons from managers, and the openness of superiors to show their weaknesses and gaps in knowledge and skills. Based on these findings, recommendations for applying the results in practice are formulated.

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