Organizational learning: a road map to evaluate learning outcomes in knowledge intensive firms

Abstract

Purpose – The purpose of this paper is to identify and measure the organizational learning outcomes in a sample of knowledge-intensive firms like software companies. Design/methodology/approach – The sample chosen for this study comprised software professionals; the software companies were chosen based on the listing in the National Association of Software and Services Companies annual report with financial turnover as a base for classification. The learning outcomes discussed in this study are grounded on the dimensions of the building blocks of learning organization, which are classified as learning dynamics, organization transformation, knowledge management, people empowerment and technology application. Findings – Statistical analysis revealed significant differences in learning outcomes based on the organization’s age. The organizational learning orientation for medium- and very large-scale companies are on the higher side with reduced organization hierarchy; better technology-based learning; structured knowledge management practices; learning-centric talent acquisition, talent management and total rewards. Small-scale companies fared well in organization transformation dimension and large-scale companies constantly nurture the congenial learning environment. Practical implications – The tool can help knowledge-intensive firms to analyze the extent to which organizational practices aligned with learning initiatives are visibly seen in terms of learning outcomes. Thus, the learning culture can be articulated and associated with the growing needs of an organization. Originality/value – Organizational learning initiatives can be enhanced and reinforced through customized organization practices by observing the measures of learning dimensions.