research papers on learning organization

The Learning Organization

Issue(s) available: 164 – From Volume: 1 Issue: 1 , to Volume: 30 Issue: 5

• Issue 5 2023
• Issue 4 2023
• Issue 3 2023
• Issue 2 2023
• Issue 1 2023 Learning Organization, Organizational Learning and Innovation: New and Critical Perspectives
• Issue 6 2022
• Issue 5 2022 Learning Organization, Human Resource Management and Sustainability: Leading the future of organizations
• Issue 4 2022
• Issue 3 2022 A Nordic approach to the learning organization and organizational learning - possibilities and impossibilities?
• Issue 2 2022
• Issue 1 2022 Team Learning
• Issue 6 2021
• Issue 4 2021 The Dimensions of the Learning Organization Questionnaire: Toward new conceptual, organizational and contextual boundaries
• Issue 5 2021 Envisioning a Post Learning Organization: Learning in the name of what?
• Issue 3 2021 Organizational Learning in National Security Organizations
• Issue 2 2021 Interorganizational learning: where are we now and where is the research taking us?
• Issue 1 2021
• Issue 6 2020 Senge’s “The Fifth Discipline” 30th anniversary: part II
• Issue 5 2020
• Issue 4 2020 The learning organization and value creation
• Issue 3 2020
• Issue 2 2020
• Issue 1 2020 Senge’s “The Fifth Discipline” 30th anniversary
• Issue 6 2019 Entrepreneurial learning: new insights
• Issue 5 2019 Organizational unlearning: opportunities and interdisciplinary perspectives
• Issue 3 2019
• Issue 4 2019 Organizational ambidexterity: two modes of learning
• Issue 1 2019 Making a difference through organizational learning
• Issue 2 2019 Goals, stakeholder voice and organizational learning
• Issue 6 2018
• Issue 5 2018
• Issue 4 2018
• Issue 3 2018
• Issue 2 2018
• Issue 1 2018
• Issue 6 2017
• Issue 5 2017
• Issue 4 2017
• Issue 3 2017
• Issue 2 2017
• Issue 1 2017
• Issue 6 2016
• Issue 5 2016
• Issue 4 2016
• Issue 2/3 2016
• Issue 1 2016
• Issue 6 2015
• Issue 5 2015
• Issue 4 2015
• Issue 3 2015
• Issue 2 2015
• Issue 1 2015
• Issue 6 2014
• Issue 5 2014
• Issue 4 2014
• Issue 3 2014
• Issue 2 2014
• Issue 1 2014 Implementing Web 2.0 Tools in Organisations
• Issue 6 2013 Enterprise Information Systems
• Issue 4/5 2013
• Issue 3 2013
• Issue 2 2013
• Issue 1 2013
• Issue 6 2012
• Issue 5 2012
• Issue 4 2012 Knowledge to manage the Knowledge Society
• Issue 3 2012 Lean vs. agile from an organizational sustainability, complexity and learning perspective
• Issue 2 2012
• Issue 1 2012 The importance of educational learning for organizational sustainability
• Issue 6 2011
• Issue 5 2011
• Issue 4 2011
• Issue 3 2011
• Issue 2 2011
• Issue 1 2011 Elements of organizational sustainability
• Issue 6 2010 Web2.0 new and challenging practical issues
• Issue 5 2010
• Issue 4 2010
• Issue 3 2010
• Issue 2 2010
• Issue 1 2010 Networks of Learning and Leadership in Organizations
• Issue 6 2009 Social networks and social networking
• Issue 5 2009 European and Mediterranean trends and challenges in the 21st century
• Issue 4 2009
• Issue 3 2009 Complexity and learning for management and sustainability in turbulent environments
• Issue 2 2009
• Issue 1 2009
• Issue 6 2008 The Learning Organization turns fifteen a retrospective
• Issue 5 2008
• Issue 4 2008
• Issue 3 2008
• Issue 2 2008
• Issue 1 2008
• Issue 6 2007 The relevance of systems thinking and systems dynamics
• Issue 5 2007 On sharing knowledge sociotechnical approaches
• Issue 4 2007
• Issue 3 2007
• Issue 2 2007
• Issue 1 2007 Communities of practice one size fits all
• Issue 6 2006 Facilitating organizational learning and knowledge management in transnational organizations
• Issue 5 2006
• Issue 4 2006
• Issue 3 2006
• Issue 2 2006
• Issue 1 2006
• Issue 6 2005 Knowledge sharing
• Issue 5 2005 Semantic and social aspects of learning in organizations
• Issue 4 2005
• Issue 3 2005
• Issue 2 2005 Has knowledge management been done
• Issue 1 2005
• Issue 6 2004
• Issue 4/5 2004
• Issue 3 2004
• Issue 2 2004
• Issue 1 2004
• Issue 6 2003
• Issue 5 2003
• Issue 4 2003
• Issue 3 2003
• Issue 2 2003
• Issue 1 2003
• Issue 5 2002
• Issue 4 2002
• Issue 3 2002
• Issue 2 2002
• Issue 1 2002
• Issue 5 2001
• Issue 4 2001
• Issue 3 2001
• Issue 2 2001
• Issue 1 2001
• Issue 5 2000
• Issue 4 2000
• Issue 3 2000
• Issue 2 2000
• Issue 1 2000
• Issue 5 1999
• Issue 4 1999
• Issue 3 1999
• Issue 2 1999
• Issue 1 1999
• Issue 5 1998
• Issue 4 1998
• Issue 3 1998
• Issue 2 1998
• Issue 1 1998
• Issue 5 1997
• Issue 4 1997
• Issue 3 1997
• Issue 2 1997
• Issue 1 1997
• Issue 5 1996
• Issue 4 1996
• Issue 3 1996
• Issue 2 1996
• Issue 1 1996
• Issue 4 1995
• Issue 3 1995
• Issue 2 1995
• Issue 1 1995
• Issue 3 1994
• Issue 2 1994
• Issue 1 1994

Evaluating the impact of faculty development on employee engagement practices in higher education: analysing the mediating role of professional development

The faculties are crucial to education. They should have enough training facilities and be encouraged to actively contribute to high-quality education and successful learning…

Gender and experience as moderators between talent management and turnover intention among faculty members in higher educational institutions in India

This study aims to investigate the relationship between talent management, organizational commitment and turnover intention. The moderating role of gender and experience in…

Investigating the emerging and future trends of knowledge management in small and medium enterprises: a science mapping approach

This study aims to evaluate the knowledge structure of knowledge management (KM) applications within small and medium enterprises (SMEs). In pursuit of excellence, SMEs must adopt…

High-performance work system and learning orientation in offline, online, and hybrid workplaces: the mediating role of affective commitment

The present study primarily aims to investigate the role of the high-performance work system (HPWS) in shaping learning orientation (LO). Moreover, the study delves into the…

Research governance for change: funding project-based measures in the field of responsible research and innovation (RRI) and their potential for organisational learning

This paper aims to look at the implementation of project-funded research governance and its potential to induce organisational learning on responsible research and innovation…

Integrating technology with work practices in primary care: challenges to sustainable organizing “from within”

This paper aims to generate a better understanding of how challenges and opportunities for sustainable change during digitalization relate to the organizing work of change agents…

The mediating effects of work conditions on the relationship between intrinsic motivators and training transfer

This study aims to investigate the relationship between intrinsic motivators and the transfer of knowledge/skills gained during training to work. The intrinsic motivators…

Psychological expedient of multimedia in blended learning and metamemory satisfaction

Multimedia facilitates knowledge acquisition, which has a significant impact on students' learning and is a big potential of information and communication technology. Learning…

Managing innovative talent: a moderated-mediation model of the relationship between leader–member exchange, learning strategies and innovation

This study aims to extend understanding of individual innovation by examining how learning strategies and relational dynamics influence the generation and promotion of innovative…

Building and nurturing a learning culture: a cross-dynamic and interactional perspective

If building and nurturing a learning organization is not a random chance, the question of where organizations should start is patent. Because learning culture is one of the core…

Talent development practices and processes in learning organisations: evidence from South African higher education institutions

The purpose of this paper was to identify talent development practices and processes that enhance professional and career growth of employees in South African higher education…

A study of employees’ utilization of microlearning platforms in organizations

This study aims to investigate which a priori factors documented in the literature and new factors that influence employees’ self-regulated microlearning behavior and the…

The mediation model of learning organization, technology acceptance and service innovation: part I

This paper aims to create a conceptual model that connects learning organizations, service innovation and technology acceptance.

Electrophysiology and hyperscanning applied to e-learning for organizational training

The purpose of this study is to investigate the effects of the remote training process on distance learning with the application of neurometrics and investigate the features of…

Training and development in the hybrid workplace

This paper aims to discuss innovations in the training and development practices of companies and delineate a new approach to training and development in the context of the hybrid…

Predicting transfer of training through the unified model of task-specific motivation

This study aims to investigate the merits of the unified model of task-specific motivation (UMTM) in predicting transfer of training and to investigate (relationships between…

Policy-driven responsibility for innovations and organisational learning: an ethnographic study in additive manufacturing product innovations

Policy-oriented responsibility initiatives are institutional attempts to make innovations more responsible. One such initiative is offered by the European Commission’s responsible…

Hybrid workplace: current status, positives, negatives, challenges, and team learning

This study aims to find out if organizations are still practicing a hybrid workplace arrangement after COVID-19 ease of restrictions, determine the positive and negative sides of…

Leadership and collective learning: a case study of a social entrepreneurial organisation in Sweden

This paper aims to enrich the scholarly discourse on learning within small social entrepreneurial organisations by examining how leadership can facilitate conditions conducive to…

Exploring barriers and facilitators to knowledge transfer and learning processes through a cross-departmental collaborative project in a municipal organization

This study aims to explore barriers and facilitators for knowledge transfer and learning processes by examining a cross-departmental collaborative project in the municipal…

The future of work: work engagement and job performance in the hybrid workplace

Drawing on the job demands-resources (JD-R) model, the authors examine how working in the hybrid workplace model (telework and flexible work) affects job performance via the…

Exploring the nexus of social support, work–life balance and life satisfaction in hybrid work scenario in learning organizations

The purpose of this paper is to examine the nexus of social support (SS), work–life balance (WLB) and satisfaction with life (SWL) in hybrid work (HW) scenario in learning…

The mediation model of learning organization, technology acceptance, and service innovation: accommodation purchase managers’ perceptions in Antalya, Turkey (Part II)

This study aims to analyze the theoretical complexity that underlies purchase managers’ perceptions of their ability to take part in the implementation of a new back-office…

Built in, not bolted on: responsible innovation in UK Centres for Doctoral Training – the new normal?

The purpose of the study detailed here was to engage with Directors of Centres for Doctoral Training (CDTs) during the first year of their new Centres to form a snapshot view of…

The potential for learning from good RRI practices and implications for the usefulness of RRI as an umbrella concept

The purpose of this study is to analyze reported good institutional responsible research and innovation (RRI) practices from an organizational and learning perspective to discuss…

Social labs as temporary intermediary learning organizations to help implement complex normative policies. The case of Responsible Research and Innovation in European science governance

This study aims to discuss science governance in Europe and the network of associated nonprofit institutions. The authors posit that this network, which comprises both (partial…

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A Literature Review on Organizational Learning and Learning Organizations

by Hillary Odor

The survival of any organisation, particularly, a proft oriented organisation depends to a large extent, on how well it can adapt to environmental changes, accepts changes and do better in terms of its operations. This conceptual paper reviewed some extant literatures on organisational learning and learning organisations with a view to answering the following question: First, how do you identify a learning organisation when you see one? Secondly, what is the conceptual difference between organisational learning and learning organisation? Thirdly, what are those impediments that deprive organisation from becoming a learning organisation? Fourthly, what benefts do organisations derive from being a learning organisation? Furthermore, it attempted to pinpoint some examples of learning organisations in Nigeria and USA. Accordingly, this paper supports the proposition that organisation learning culture has direct influence on organisational innovativeness, which is directly tied to long-term organisational success. It is recommended, therefore, that all organisations that want to remain competitive should focus on becoming a learning organisation.

Free Related PDFs

Hillary Odor , Peter A. Samuel

The survival of any organisation, particularly one that is profit oriented, depends to a large extent, on how well it can accept and adapt to environmental changes, and do better in terms of its operations. This conceptual paper reviewed some extant literatures on organisational learning and learning organisations with a view to answering the following question: First, how do you identify a learning organisation when you see one? Secondly, what is the conceptual difference between organisational learning and learning organisation? Thirdly, what are those impediments that deprive organisation from becoming a learning organisation? Fourthly, what benefits do organisations derive from being a learning organisation? Furthermore, it attempted to pinpoint some examples of learning organisations in Nigeria and USA. The contributions of the different approaches to the study of organisation learning and learning organisation are analyzed, and some areas are suggested where the transfer of analytical concepts may improve understanding. Accordingly, this paper supports the proposition that organisation learning culture has direct influence on organisational innovativeness, which is directly tied to long-term organisational success. It is recommended, therefore, that any organisation that wants to remain competitive should focus on becoming a learning organisation. The authors further recommends that more empirical research is required in the construct to investigate whether there are indeed organisations that can truly be called learning organisations or the construct is just a misnomer.

IOSR Journals

Teresa Rebelo

2008, The Learning Organization

Beatriz Villardi

This critical study of a new idea for organizational learning named Learning Organization (LO) aims at contributing for the understanding of the managerial thinking, the developing of managers and researchers conscious practice and for an integrated grounded theory construction and managerial education. LO idea seems to be based upon developing an organic systems world view that doesn't prevail neither in organizational management theory nor in organizational learning research and practice -only receptive to adaptive change. If implementers and researchers don't realise that this LO idea can't be completely understood within the prevalent business and organizational theory paradigm and do not understand the required concomitant cognitive change for a learning organization to develop, this would not actually occur. This research will evaluate the transformational capacity of the LO idea comparing its ontology and epistemology with the perception of implementers so they ca...

abayomi adeoye

Journal of Economics and Management

Adden Resources

Knowledge is a critical source for various organizations in recent years within competitive context of business. Organizational learning as a strategic tool has been proposed in the field of modern management for gaining competitive advantage and stabilizing organizational success. The aim of learning is not only enhancing employee's knowledge and skills but also developing and growth of the organization and building flexible dynamic learning organization. Given the strategic role of organizational learning in establishing knowledge management and promoting the main goals of organization, the present paper attempted to review the representative literature pertinent to learning, organizational learning, its main objectives, barriers, and benefits. Finally, this study presented a new perspective to today's organizational managers to enhance their organizations 'efficiency.

KONSTANTINOS ANAGNOSTOPOULOS

Although each organization has some learning capabilities, a learning organization is not a spontaneous construction but a result of the management purposeful action. After a discussion of learning in a systemic perspective, this paper focuses on the characteristics of the learning organization, the factors that block or facilitate learning and some strategies for improving learning capabilities. Some remarks about the relationships between learning as a prerequisite of the technological and process innovation are also made.

Edward Lorenz

Anna Zgrzywa-Ziemak

2015, Management and Business Administration. Central Europe

FREE RELATED PAPERS

JYOTHI BABU C , BIBHUTI B PRADHAN

This paper explores the important question ‘how the learning entities – individual, group or organisation – are affecting organisational performance’. The answer is important for promoting learning and improving performance. This empirical study in the leading power utility in India found that there is a positive relation between individual- and organisational-level learning and organisational performance. However, a direct relation between group-level learning and organisational performance is not strong. It is the organisational level learning that is critically important to performance. Hence, there is a need for special emphasis by organisations on formal (forms, rules, procedures, policies, technologies, physical structure of the workplace or work processes) and informal (culture, beliefs and paradigms) mechanisms to enhance organisational-level learning, hence performance.

Mohammad Reza Hamidizadeh

The aim of this paper is to explore how organizational learning approaches can affect organizational innovation by its related indices in TONDGUYAN PETROCHEMICAL COMPANY (TPC). To do this, the research focused on its related factors with the roles of organizational components such as external environment and perceptions of the organizational staff. The study used correlation coefficient for its variables and descriptive-analytic methodology. The statistical population included the employees (experts) who are working at TONDGUYAN PETROCHEMICAL COMPANY in Iran. Based on a regional classification of TPC samples from three cities were randomly selected about 80, when the Cochran formulas of calculating size samples were used. Then, the affordable number of respondents (experties) was randomly selected in terms of frequency of employees at the TPCs. The results show that there is a significant positive relationship between organizational learning (OL) as independent variable and organiza...

Ijetrm Journal

2021, ijetrm journal

This study investigated organization learning culture impact on organization performance in the Nigerian context, where primary source of data was used to gather information from the respondents through questionnaire design and distributed to MTN employees. The questionnaire was designed in two parts and formulated in 5-Likert form (such as strongly agree, agree, undecided, disagree, and strongly disagree). The first part covers the respondents' demographic statistics, while the second part covers the respondents' perspectives on the subject matter. The study findings reported that organizational learning culture impact significantly positive on organization performance, knowledge management contributes positively on organization performance but not significant, employee motivation impact on organization performance positively and significantly, and leadership style has a positive impact on organization performance significantly. It was concluded that organizational learning culture and organization performance revealed a positive and significant relationship.

Davide Nicolini

2000, Journal of Management Studies

C. ATURU-AGHEDO

2020, African Journal of Management , University of Maiduguri

The study examines the effect of organisational learning on the performance of employees of federal universities in North-Central Nigeria. The motivation for this study is borne on the need for empirical documentation of the subject as fair contribution to knowledge in management literature. The tradition of many organisations is to cope up with or reacting to unexpected rather than anticipating changes in the operating environment. This reactive posture could not help managers and employees much in overcoming the challenges of modern realities. This study, thus, contends that organisational learning is a reality in the life of every organisation that worth empirical investigation. It adopts crosssectional research design and measure the effects of the organisation learning on the performance of the universities as learning organisations in Nigeria. It elicited primary data using multistage sampling comprising convenient and random sampling techniques to survey the employees' understanding of organisational learning practices within the study population. It uses descriptive and inferential statistics, which includes Chi-Square, Eta Symmetric Measures and Bar Chart to analyse and test the study hypotheses. The study found significant week relationship between organisational learning practices and employees' performance with (Pearson's R = 0.162 & P-value < 0.05) indicating that 16.2% variation in employees' performance in the universities resulted from organisational learning practices. The result also shows that there is a significant effect with Pearson Chi-Square value = 15.105, Eta effect value = 0.239 & pvalue < 0.05 indicating positive effect of organisational learning practices on employees' performance in the universities. The study concluded that the practices of organisational learning considered as baseline requirement for employees performance has not receive good attention in the universities. It thus, recommends that Nigerian universities should accord priority to the practices of organisational learning to boost performance by looking at both the internal and external variables, which indicates the Organisation's strengths, weaknesses, opportunities and threats. More so, the management and employees of the universities should be committed to and support the drive for improve organisational learning practices as a going concern for increase productivity.

Charles Harvey

1999, Journal of Management Studies

joseph akhigbe

2021, African Journal of Business and Economic Development

The purpose of this study was to investigate the relationship between Organizational learning capability and firm innovativeness of manufacturing firms in the south-south of Nigeria. The study offers an empirical assessment of the relationship as based on its model – 4 null hypothetical statements are put forward. The research design adopted was the cross-sectional survey and data for this study was generated from managers and key personnel of the target organizations using structured questionnaire. The study adopted the Spearman’s rank order correlation in its assessment for the bivariate correlations between dimensions of organizational learning capability (managerial commitment and system orientation) and measures of firm innovativeness (propensity to create new products and propensity to create new processes). The findings reveal significant relationships between dimensions of organizational learning capability and the measures of firm innovativeness. In conclusion, it was state...

Yuraporn SUDHARATNA

Dr. Nuttawuth Muenjohn

The study applied a combination of organisational learning models (Senge, 1994: Pedler, Burgoyne and Boydell, 1991) and later adopted fifteen organisational learning principles with one of the biggest energy providers in South East Asia. The purposes of the current study were to: a) investigate the company-s practices on fifteen organisational learning principles; b) explore the perceptions and expectations of its employees in relations to the principles; and c) compare the perceptions and expectations between management and non-management staff toward the fifteen factors. One hundred and ten employees responded on a designed questionnaire and the results indicated that the company was practicing activities that associated with organisational learning principles. Also, according to the T-test results, significant differences between management and non-management respondents were found. Research implications are also provided.

IJAERS Journal , Flávio de São PEDRO FILHO , Rodrigo Back

— The learning of the organization's employees and their perception can instruct the managerial adaptations in search of innovation of the processes. This study focuses on the Theory U, with the objective of studying the perception of stakeholders in the face of learning in the corporation. Its specific objectives are: (1) To raise stakeholders' perceptions regarding the learning tools and practices in the organization; (2) To characterize the possibility of organizational learning in the application of the Theory U; (3) Propose measures to modernize organizational learning tools and practices. The scenario is a military corporation in the Capital of Rondônia, Brazilian Amazon. The study of case method is applied, with procedures in search of qualitative and quantitative results. The collection of the stakeholders' perception was done through ethical protocol; interviews and in loco observation. A report was generated that points out the existence of a confrontation between corporate interests, indicating that managers do not promote the means to bring knowledge to their employees in the institution, while they become sceptical about their reality due to the emergence of a confrontation between theory and practice. The result suggests modernizing the organizational environment to support learning demands. It points that the tools and practices should be reoriented with the purpose of innovating the environment with organizational learning resizing, from now on to be integrative with new technologies, with collaborative focus, through redesigns of processes and procedures following advanced technological standards. This research is a contribution of the academy to managers who potentialize their stakeholders through organizational learning with innovative practices.

Kuzy Wijayanti

Kishan Buddhacharya

2018, Knowledge Management

An organization that is able to translate tacit knowledge into explicit knowledge applicable to a different context and formalize it. Over time, the new knowledge itself becomes tacit and available to become explicit in yet another context. To achieve these transformations, managers and staff need to engage in continuous reflection at the individual, team, and organizational levels, and time and space for such reflection needs to be provided. A knowledge sharing community establishment within an organizations is highly recommended since, the knowledge sharing is the best way to learn and earn knowledge, which ultimately results into the establishment of a proper learning organization. Since the concept of Learning Organization is still novice in the context of Nepal, most organizations including the Amber Technologies Inc. must strive to learn the knowledge management activities and learning organization ethics and code of conduct to sustain in this global era of competition.

shaheryar naveed

Adrienn Ferincz , Lilla Hortovanyi

The proposed paper is a comprehensive literature review in entrepreneurial management with a focus on organizational learning. The aim of the paper is to organize and clarify the diverse aspects of the field and enhance our understanding of the potential roles of the entrepreneur and entrepreneurship in organizational learning. Authors propose that the entrepreneur inside the organization is the source, the trigger of organizational changes. The entrepreneur's way of thinking and learning affect the organizations learning mechanisms. This entrepreneur can be the owner-manager at the enterprise, but also can be a middle-manager with innovative way of thinking and good ideas. The entrepreneurial manager is the driver of both organizational learning and change. The topic of interest lies in the intersection of the two fields: entrepreneurial management and organizational learning. There were earlier attempts to collect the different interpretations of entrepreneurial learning. One of the most comprehensive is Erdélyi's (2010) who tried to differentiate between studies based on their research focus – within what scope the researcher investigated entrepreneurial learning –, and identified individual studies, organizational level studies and macro level studies. However this categorization is easy to understand and good for separate different studies, it is limited only to investigating the scope where (on what level) the researcher examines the entrepreneurial learning phenomenon. There is a gap in the literature as there are several interpretations of entrepreneurial learning in the existing literature without any unified conception what entrepreneurial learning is. Authors seek answers for the following questions: (1) what can entrepreneurial learning mean inside an organization? (2) What are the similarities and differences between entrepreneurial learning and organizational learning? (3) How can change be interpreted across the four different research areas? Based on this literature review authors formulated a research model that highlights a research gap and identifies four different interpretations of entrepreneurial learning.

George Charalampidis

Noormala Ishak

2014, Procedia - Social and Behavioral Sciences

IAEME Publication

2019, IAEME PUBLICATION

Organizational Learning started to develop as an area of interest and as a subject of study since sixties. The concept is concerned with a type of knowledge which the organisational members gather by their day to day interaction with external and internal environment of the organisation, and using the knowledge for permanent change and development of the strategy, process , culture etc. which are continued in the organisation as a semi-permanent process. When such permanent changes occur, it is assumed that the organization "learns". A lot of research works were undertaken on this subject since its inception but most of them are conceptual or prescriptive in nature. The reason for shortage of empirical studies may be the absence of a suitable instrument for measuring the construct. In this article following a literature survey of the existing literature, including the existing quantitative instruments for measuring OL, a new quantitative instrument for measuring OL is developed. Initially following the survey, a 37-item questionnaire was developed which was modified to a 34 item instrument on the basis of based on feedback from experts opinion and pilot study. Ultimately, item-wise responses were obtained on a Likert scale from 134 managers of Port and Shipping Organizations in India and that was analyzed by exploratory factor analysis. Eventually, the study developed a 27-item questionnaire with 4 dimensions named as "Internal capability", "Organizational Memory", "Spontaneous learning" and "External Knowledge"

Ojukwu Festus

This study aims to analyze the relationships between organizational learning and organizational performance in Nigeria banking sector. A survey research method with statistical treatment was conducted in this study. To test the model, except demographic variables, a 21-items questionnaire was conducted using random sampling method to the employees of various banks in Nigeria. A total of 203 completed questionnaires were evaluated for analysis. The data analysis revealed that there is a positive relationship between organizational learning and organizational performance. The findings of the study indicated that, there is a relationship between organizational learning and organizational performance. According to demographic variables, bank managers have higher learning perception than other employees. The paper offers practical suggestions of how management can improve organizational performance by improving the organizational learning of the organization. Survey was not all-inclusive to contain all potential bank employees in Nigeria. For that reason, this research is limited to the banks and the results can take a wide-ranging outlook to banking sector.

Raanan Lipshitz

2000, Management Learning

Christiane Prange

jamshid turi

This article reviews and evaluates the concepts regarding the theoretical and historical prospective of the organizational learning. Drawing on established literature in the field of organizational learning, the authors analyze learning from three theoretical perspectives—cognitive, behavioral and social. They argue that how different internal and external phenomenon give birth to learning in organization and how the organization can benefit from them while utilizing them for the better management and productive engagement of the employees. The study concludes with some practical suggestions about how organizations can increase their ability to learn. It also describes different methods for learning and different measures

Kimberly Grace Bayona

Organizational learning is currently the focus of considerable attention, and it is addressed by a broad range of literatures. Organization theory, industrial econ omics, economic history, and business, management and innovation studies all approach the question of how organizations learn. A number of branches of psychology are also revealing on the issue. This paper assesses these various literatures by examining the insights they allow in three main areas: first, the goals of organizational learning; second, the learning processes in organizations; and third, the ways in which organizational learning may be facilitated and impeded. It contends that while the various literatures are revealing in particular aspects of organizational learning, a more complete understanding of its complexity requires a multidisciplinary approach. The contributions of the different approaches are analyzed, and some areas are suggested where the transfer of analytical concepts may improve understanding.

Mary Crossan

1999, The Academy of Management Review

Publishing India Group

2022, International Journal of Knowledge Management and Practices

Organisations worldwide are creating learning organisations for knowledge acquisition & sharing, collectively empowering people toward innovation and change, creating value for customers & shareholders, etc. Output of a learning organisation not only improves operating efficiency by modifying products, processes & services but also leads to distinctive advantages and outsells the competition. Environmental turbulence is transforming general insurance organisations from mechanical to LOs to remain competitive, efficient and effective. Data for the study were collected from 498 employees of 11 general insurance company GIC organisations functioning in the union territory of J&K. After data reduction and scale validation through exploratory factor analysis and confirmatory factor analysis, hypotheses were tested using structural equation modelling and one-way ANOVA. The study concluded that for ensuring successful LO, learning aptitude, knowledge and training must be encouraged. Further, empowerment, shared vision, teamwork, reward, effective communication, and supportive leadership are also required for encouraging employees to perform outstanding at the individual level, group level, and corporation level.

Science Park Research Organization & Counselling

The idea that an organisation could learn in ways that were independent of the individuals was a key breakthrough. This paper explores the important question ‘how are the learning entities – individual, group or organisation –related’? The answer is important for promoting learning by an organisation. This empirical study found that there is a relation between all the levels of learning – individual, group and organisational –with each other. However, a direct relation between organisational level learning and individual level learning is not sufficiently strong. That means group level learning mediates between individual level learning and organisational level learning. Thus, groups are also important learning entities. But more importantly, there is a need for special emphasis by organisations on roles and rules, routines, practices and standing operating procedures, culture, information systems, the physical structure of the workplace and sources outside the organisation.

Ferdinandus Sampe

Many academics and practitioners have proposed that organizational learning as process of continuous knowledge acquisition, dissemination and exploitation may lead to competitiveness of an organization. The paper is intended to explore literature on the field. An extensive literature of organizational learning was reviewed. The results reveale that organizational learning is a prerequisite to success in the fierce business competition and determine sustainability of a business organization. It is recommended to investigate the field empirically.

Remy Nyukorong

2016, Journal of Resources Development and Management

The current paper focuses on the importance of learning to the development of business enterprises and corporate organizations. It highlights the need for the training and re-skilling of organizations human resources in line with the developments of today’s business demands. Hence, the purpose of the paper is to explore the impacts of continuous learning on skills development to increase the performance of people in the service of business organizations. Such training interventions are, without exception, crucial irrespective of position or rank in the organization. The paper draws on Peter Senge’s five disciplines towards building strong learning organizations: building shared vision, personal mastery, mental models, team learning and systems thinking. The adoption and application of the five basic principles will aid business leaders, line managers, training consultants and employees to acquire competitive business skills and healthy intellectual minds, essential for the growth an...

Victoria J Marsick

sanni haroon

2016, Asia Pacific Journal of Multidisciplinary Research

The uncertainty in Nigerian business environment has made it difficult for businesses to respond quickly to the unpredicted and changing environment. Therefore, the study evaluated the effect of learning organization on organizational survival with reference to selected Nigerian manufacturing firms. The study objectives were to: examine the influence of learning organization on organizational survival; evaluate the relationship between learning organization elements and organizational survival elements. Primary data were obtained through a questionnaire. A total of 359 respondents were randomly sampled from the study population of 5401 employees. Multiple regression and correlation were used for data analysis. The result of the regression showed that learning organization has significant impact on organizational survival (R Square of 0.959, p-value=0.000) and the result of the correlation analysis indicated that there is a positive significant relationship between learning organizat...

Bente Elkjær

In this paper I present the results of developing a learning organisation based upon a dual systems thinking of organisations and a conventional theory of learning and knowledge. The point of departure is a case study of a Danish public enterprise whose management relied upon some consultants&#x27; view of a learning organisation as tightly coupled with another management philosophy, namely that of Total Quality Management. I argue that this relation created a boundary between, on the one hand, human actions and learning, and, on the other hand, the development of the core work practices of the organisation. I, further, point to how the learning-theory inherent in most literature on learning organisations hold a rather simplistic understanding of learning. The result is that the method for developing a learning organisation stays within a traditional educational mode, which does not contribute to fully release the human potential in work organisations.

Ariane Berthoin Antal

2000, Discussion Papers

The field of organizational learning has developed dynamically but is not ready for closure. This article reviews the cultural contexts in which research on organizational learning has been conducted since the 1960s, and the intellectual traditions that underpin the field. It traces changes in the types of organizations studied and in the range of agents of organizational learning attended to by scholars. The processes and models that have shaped the discussion over the past decades, and changes in the tone or color of the way organizational learning has been treated are also highlighted. Trends in organizational practices are identified as well. On the basis of this broad stocktaking exercise, key challenges for future research on organizational learning and knowledge creation are outlined.

Steven Appelbaum

2000, Journal of Workplace Learning

Aims to understand how training and communication help an organization to learn and gain a competitive advantage. Explores the link between training, communication and measurement with individual and organizational learning by conducting a specific qualitative analysis looking for insights into how the concepts sometimes work and how they fail. Also touches on the general themes that have shaken management and employees over the last 15 years as they struggle to survive and prosper in the global village, and compares this concept with ideas that have been prevalent in organizations since the early 1970s. The objective is to understand how organizations can tap their intangible assets and increase their value to the organization, the individual who holds the knowledge and the society that benefits from a healthy economy.

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