Dimensions Of Learning Organization Research Articles

A Survey on Impact of Dimensions of Learning Organization on Employees' Performance : Case Study : Economic Department of Iran Khodro Company

A Survey on Impact of Dimensions of Learning Organization on Employees' Performance : Case Study : Economic Department of Iran Khodro Company

The influence of perceived organizational support on dimensions of learning organization

Purpose – The purpose of this study is to explore the influence of perceived organizational support on dimensions of a learning organization among employees of small- and medium-sized enterprises (SMEs) of Nowshahr in Iran. Design/methodology/approach – This paper used an empirical research design by the questionnaire survey method to test the research hypotheses. Statistical population of this research included employees of SMEs of Nowshahr in Iran. A random sample of 950 employees was asked to respond to questionnaires from which 336 were valid. Structural equation modeling was used to explore the influence of perceived organizational support on dimensions of a learning organization. Findings – The findings showed that perceived organizational support had a strong effect on the learning organization. In addition, perceived organizational support had effect on continuous learning, dialogue and inquiry, team learning, embedded system, empowerment, system connection and strategic leadership. In general, all hypotheses are statistically supported. Originality/value – This research may be one of the first papers exploring the influence of perceived organizational support on dimensions of the learning organization and offers a foundation for future organizational research.

Method for assessing human resources management practices and organisational learning factors in a company under lean manufacturing implementation

The implementation of lean production systems is deemed essential for companies that wish to obtain high levels of competitiveness. There are several examples in the literature discussing the adoption of lean roadmaps; however, since such maps emphasise technical factors of lean change, the organisational learning (OL) process and human resources management (HRM) practices tend to be neglected. This article presents a method for assessing the impact of HRM practices and OL factors in a company under lean implementation. The method incorporates concepts of HRM and OL into lean implementation roadmaps, enabling a maturity analysis regarding dimensions of OL at different contextualisation levels, and allowing the proposition of improvements in HRM practices. The proposed method is illustrated in a case study from the automotive parts manufacturing sector.

Examining the Relationship between Organizational Identification and Learning Organization Dimensions: A Study of a U.S. Franchise

Organizational identification and learning organization dimensions both have been shown to create positiveorganizational impacts. Although both concepts are closely related in their origins from social context, limitedstudies exist to uncover if these concepts are interrelated and none appear in the context of a franchise organization.This study explored the relationship between the perception of organizational identification and perceptions oflearning organization dimensions in a medium-sized, U.S.-based franchise organization with 81 franchisees.The study used a quantitative research design and a 35-item survey instrument. The survey instrument consisted ofthree sections: (a) demographic questions, (b) organizational identification questions from Edwards and Peccei’s(2007) instrument, and (c) dimension of the learning organization questions from Watkins and Marsick’s (2003)dimension of the learning organization questionnaire.A total of 51 respondents completed the survey instrument. Descriptive statistics and correlations using Pearsonproduct-moment correlation coefficients were analyzed.The findings suggested that the descriptive statistics from a franchise network were no different from those fromprevious studies in numerous different business formats, which indicated that the relationships within the franchisebeing studied were similar to those within an integrated organization. Furthermore, the study concluded that withinthis franchise there was a correlation between organizational identification and learning organization dimension,which leads to new areas for further theoretical exploration and practical application. Implications include newmethods to manage a franchise network and further considerations in utilizing both organizational identification andlearning organization mechanisms simultaneously to create the greatest positive impact of both.

Relationship between Learning Organization and Job Satisfaction of Primary School Teachers

Problem Statement: The idea of learning organization in the context of management theory was developed by Argyris and Schon and made popular by Senge. Literature suggests that learning organization has a significantly positive effect on job satisfaction of employees. Purpose of Study: The major purpose of this study was to examine the relations of learning organization level perceived by primary school teachers to job satisfaction. Methods: The quantitative survey research method was used to investigate the relationship between learning organization and job satisfaction. The model of the research is a descriptive correlation survey design. Targeted population of the research were 2387 primary school teachers working in the city center of Van province, eastern part of Turkey, in academic year 2011-2012. 450 primary school teachers were selected as cluster sampling. Findings and Results: Average mean for Job satisfaction of teachers was at satisfied level. There were no statically significant differences in terms of gender and subject matter of teachers at the level of dimensions of learning organization and job satisfaction of teachers. There were statistically significant differences at the two dimensions of learning organization, shared vision and team learning in terms of service period of teachers; whereas there was no statistically significant difference at the rest of the dimensions of learning organization, personal mastery, mental models, and system thinking. ‘Shared vision’ and ‘team learning’ as dimensions of learning organization accounted for 36.3 % of the total variance in job satisfaction of teachers. It is suggested that to increase teachers’ job satisfaction level, as important factor for teachers’ performance, perceived learning organization of teacher should be increased. Keywords: Learning organization, job satisfaction, prediction, primary school teachers. © 2014 IOJES. All rights reserved

Learning organizations and knowledge management: Which one enhances another one more?

Article history: Received July 28, 2013 Received in revised format 22 October 2013 Accepted 28 October 2013 Available online December 19 2013 This paper presents an empirical investigation to detect whether knowledge management (KM) promotes learning organization (LO) or vice versa. The proposed study tries to find out the positive influences of KM components including knowledge acquisition, sharing, and utilization with different LOs dimensions. The study was performed among managers and members of societies of software and computer engineering field in city of Tehran, Iran. One time knowledge management processes were seen as independent variable and another time considered as dependent variables. Pearson correlation and regression analysis were used to test the hypothesis. The results show that KM promotes OLs more than OLs promotes KM.

학습조직 구축요인이 직무만족에 미치는 영향에 관한 연구 - 직무 임베디드니스 매개효과를 중심으로

본 연구는 학습조직 구축요인이 조직 구성원의 직무만족에 미치는 영향을 살펴보고, 두 변수의 관계에서 직무 임베디드니스가 어떠한 매개효과를 가지는지를 확인하고자 하였다. 연구결과, 학습조직 구축요인의 구조적 요인은 직무만족에 직접적인 영향을 미치지 않았고, 인적요인은 직접적인 영향을 미치는 것으로 나타났다. 또한 직무 임베디드니스가 매개효과를 가짐으로써, 학습조직 구축요인의 구조적 요인에 대해서는 완전 매개효과를 인적요인에 대해서는 부분 매개 효과를 가지는 것으로 나타났다. 이는 기존의 학습조직의 연구에서 다루어지지 않았던, 개인의 직무 애착과 관련된 변수인 직무 임베디드니스를 함께 고려하여 연구함으로써, 이론적 실무적으로 시사하는 바가 크다고 할 수 있다. The main purpose of the stuey is the impacts of applying two dimensions of Learning Organization on Job Satisfaction and the mediating effect of the Job Embeddedness. As a result, Structural Factor had not positive effect and Human Factor had positive effect on the Job Satisfaction. The mediating effect of Job Embeddedness had significant effect between Learning Organization and Job Satisfaction. The result of this study is not presented at the existing research. Therefore, the results have many theoretical and practical implications.

Time and Organizational Learning: A Review and Agenda for Future Research

This paper examines the time dimensions of organizational learning. While several recent studies have addressed aspects of time in relation to organizational learning, the topic of time has received little attention in reviews of the field, and this promising domain of research is fragmented. The objective of this paper is to bring these dispersed conceptualizations and findings together and to provide a more solid conceptual foundation for the time dimensions of organizational learning as a new research avenue. Three sets of mechanisms are discerned: concerning time as duration; the timing of organizational learning; and the role of the past, present and future in organizational learning. Each of these perspectives offers unique insights, which when integrated can help map new directions for future research.

학습조직 구축요인이 인사관리 효과성에 미치는 영향

This study examined the effect of people level in dimensions of learning organization on HRM Effectiveness and the mediating effects of structural level in dimensions of learning organization that mediates the two variables. For this purpose, a survey of 383 directors and senior managers who are in managerial positions, had been conducted. The results are as follows. First, people level in dimensions of learning organization has significant impacts on HRM Effectiveness. Second, structural level in dimensions of learning organization has also an impact on HRM Effectiveness. Third, people level in dimensions of learning organization positively influences on HRM Effectiveness when partially mediated through structural level in dimensions of learning organization. The meaning of this study on the theoretical aspects is that it showed that both of people and structural level in dimensions of learning organization are precedence factors on HRM effectiveness. It means that this study expanded the field of study of learning organization from the relation of dimensions of learning organization and organizational effectiveness into the field of HRM. In addition, the meaning of this study on the practical aspects is that the results of this study could give a political direction for companies having problems on building specific policies with regard to vitalizations of learning organization within them. Therefore, this study showed a meaningful approach which examined the relationship of dimensions of learning organization and HRM effectiveness in the workplace of organizations. Especially, it turned out the strategic functions of HRD and HRM should be promoted through creating and promoting its scheme and system developing and managing its employees from the comprehensive perspectives on its human resources.

The Learning Organization Dimensions and Their Impact on Organizational Performance: Orange Jordan as a Case Study

The objective of this study is to measure the impact of learning organization's seven key dimensions (continuous learning opportunities, inquiry and dialogue, employee empowerment, establish systems to capture and share learning, connect the organization to its environment, collaboration and team learning, strategic leadership) on organizational performance in Jordan Telecom. It also aims to figure out the type and magnitude of correlation among these seven dimensions as well as to assess the credibility of the questionnaire in a different context such as the Arab business environment. The sample size was (312) employees in this case study. The study results are as follows: The status of the learning organization dimensions was moderate (3.44) out of 5 on 5-step Likert scale. A positive statistical correlation exists among the seven learning organization dimensions as well as a positive statistical correlation with organizational performance. The questionnaire proved to be suitable in the Arab business context. Finally, the study recommends that organizations must consider the seven learning organizations’ dimensions due to their role in enhancing organizational performance and assuring a competitive edge.

Investigating the Impact of Learning Organization on Implementing Total Quality Management in Karaj Telecommunication Company

The aim of this study is to investigate the impact of learning organization on implementing Total Quality Management (TQM). For this purpose, 110 people out of the statistical population of 1210 employees of Karaj Telecommunication Company have been selected using classified probable sampling to respond to the questionnaire of this survey. The tools used in this survey include (Marsick and Watkins, 2003) standard questionnaire of learning organization dimensions and Zhang’s justified questionnaire related to TQM. The validity and reliability of utilized tools have been approved. In order to analyze the results, the SPSS software has been used. Correlation and multi regression analysis have been utilized for data analysis. Major findings imply that there is a positive and significant correlation between learning organization dimensions and seven dimensions considered for TQM, indicating that learning organization significantly impacts on TQM.

Learning organization dimensions of the Sri Lanka Army

PurposeThis study intends to investigate the extent to which the Sri Lanka Army can be described as a learning organization.Design/methodology/approachThe main tool of analysis used was the Dimensions of the Learning Organization Questionnaire (DLOQ) developed by Marsick and Watkins, with the exclusion of the sections on financial and knowledge performance.FindingsUsing the DLOQ, the research found that the dimensions of a learning organization proposed by Marsick and Watkins are present in the Sri Lanka Army, although with some aberrations between different ranks.Research limitations/implicationsThe study was conducted without a directly connected dependent variable.Practical implicationsThis study shows how even a non‐profit‐oriented organization like the Sri Lanka Army can be informed from a concept like the learning organization, and indeed emphasizes the overarching need for a military organization to operate as a learning organization. Therefore, this research has reiterated the fact that the learning organization is a prescription that all organizations, even not‐for‐profit ones, should ardently pursue. The research also offers recommendations for improvements in the performance of the Sri Lanka Army by identifying certain weaknesses.Originality/valueBy initiating the use of the DLOQ in the Sri Lankan as well as a military context, the study has opened the doors for administering the DLOQ and similar tools for measuring the extent of organizational learning and the presence and strength of learning organizational characteristics in Sri Lanka.

Organizational learning in educational settings (technical): an Indian perspective

PurposeThis paper seeks to present an empirical study on organizational learning in Indian educational organizations.Design/methodology/approachThe Learning Organization Profile (LOP) Survey is used as the tool for eliciting responses from the staff regarding the nature and state of organizational learning prevailing in educational settings. The study attempts to highlight the extent of organizational learning in technological institutes of repute in both the public and private sectors in India. Factor analysis and descriptive statistics have been used to analyze data and to make comparisons vis‐à‐vis ownership of organization and employee category.FindingsResults indicate that the extent of organizational learning is below the expected level in both public and private sectors. Significant difference exists between public and private organizations in terms of the extent as well as dimensions of organizational learning. As leadership has emerged as the most valued factor in the private sector institutes and third among eight dimensions in the public ones, the onus lies in leading these institutes with able managers who inspire the employees to learn and adapt. The management has opportunity to enhance the potential of the academic institutes for learning by choosing effective leaders who provide direction and vision for employees. The role of transformational leadership is important in the context of Indian technological institutes.Originality/valueDevelopment of learning culture is becoming a dominant theme in the strategic plans of many organizations today. Hence, it is vital to investigate the nature and extent of organizational learning as prevailing in the sector of higher education and learning, specifically in the Indian context. The study differentiates organizational learning practices in public and private undertakings. It also examines the dimensions of organizational learning as experienced by different categories of employees constituting the organization.

The impact of internal service quality and learning organization on clinical leaders' job satisfaction in hospital care services

PurposeThis survey aims to investigate the perceptions of clinical leaders in hospital care services in the context of the Greek public health system, to define the impact of internal service quality characteristics and learning organization dimensions on job satisfaction.Design/methodology/approachThe sample comprised doctors – department heads of 123 clinical departments of basic medical specialties operating in 15 hospitals and was addressed by the use of a questionnaire specifically designed for the purposes of this research effort. The results were processed with the use of exploratory factor analysis and multiple linear regression was applied.FindingsThe research results revealed a positive impact of interactive internal service quality characteristics and learning organization dimensions, namely, empowerment and continuous learning, on job satisfaction in hospital care services.Originality/valueThis research effort focuses, for the first time, on clinical leadership perceptions in public hospital care services. The relationship between internal service quality, learning organization and job satisfaction, can be critical in all efforts attempting to improve clinical departments functionality, thus the results of this survey provide both researchers and public health policy makers with a useful tool for the design and implementation of such efforts.

The impact of managers' perceptions of learning organizations on innovation in healthcare: sample of Turkey

Organizational learning is the process of increasing effective organizational activities through knowledge and understanding. Innovation is the creation of any product, service or process, which is new to a business unit. Significant amount of research on organizational learning place a central meaning on the fact that there is a positive relationship between organizational learning and innovation. Both organizational learning and innovation are essential for organizations to prepare for change. The aim of this study is to determine to what extent the identified learning organization dimensions are associated with innovation. The study used a quantitative non-experimental design employing statistical analysis via multiple regression and correlation methods to identify the relationships between the variables examined. Because the research was conducted in a non-experimental way, learning organization dimensions are referred to as predictor variables, and innovation is referred to as the criterion variable. Watkins and Marsick's Dimensions of the Learning Organization Questionnaire was used in the study. Questionnaires were distributed to 498 hospital managers and, 243 valid responses were used in this study. Therefore, 243 hospital managers working at 250 Ministry of Health (public) hospitals across Turkey participated in the study. Results demonstrate that there are significant and positive correlations between learning organization dimensions and innovation. Intercorrelations between learning organization dimensions and correlations between learning organization dimensions and innovation were average and high, respectively. Results further indicate that the dimensions of the learning organizations explained 66.5% of the variance for the innovation.

Intellectual Capital and Organizational Learning Capability in Iranian Active Companies of Petrochemical Industry

In the knowledge economy era, taking the advantage of knowledge has become an important impetus for the development of organizations to foster their competitive position. In k-economy, intellectual capital and specifically human capital are core elements of this equation. This paper centers on investigating the relationship of intellectual capital and the organizational learning capability in Razi petrochemical company. It employs the Spearman correlation to analyze the hypothesis and LISREL to examine the practical side of the proposed model. The result shows significant correlation between three dimensions of intellectual capital and organizational learning.

Measuring the knowledge productivity

PurposeThe purpose of this paper is to develop a validated model for measuring the knowledge productivity in knowledge‐based organizations.Design/methodology/approachA list of affecting factors on knowledge productivity was initially obtained from a literature review and verified by a panel of selected experts. The final model was formulated based on the responses of the experts. A survey questionnaire was then developed to collect data from knowledge workers.FindingsThe results show that there are strong correlations between organizational learning, intellectual capital and innovation. The statistical analysis support that the dimensions of learning (individual, group and organization) have positive impact on dimensions of intellectual capital (human, social and structural). Finally, the output of intellectual capital is the ability to create knowledge‐based results or innovation.Research limitations/implicationsThe main limitation of this research is the lack of literature about knowledge productivity.Originality/valueAs not many studies have been done on knowledge productivity, the paper's findings will be useful to assess the learning ability to create knowledge‐based results or innovation in organizations.

Peran Budaya Pembelajaran dan Knowledge Management Terhadap Kinerja Perusahaan: Studi Kasus PT XYZ

Nowadays, food industries face a lot of challenges and problems at the same time, as business competition is very tough. People’s compsumtion life style changes, and raw food material becomes scarce; therefore, PT XYZ, which is a family business company, has to struggle to survive and grow. In fact, innovation becomes one of the most important factors that leads companies to win the competition. PT XYZ, therefore, has to keep on innovating its production process and products. Being innovative means that PT XYZ has to apply learning culture as it encourages knowledge management (KM). In other words, the learning culture will support the KM activities, which eventually will result in high corporate performance. This article discusses to which extent PT XYZ has adopted learning culture refected on the seven dimensions of Learning Organization. A quantitative analysis was used to identify current learning culture, and a qualitative approach was used to explain the role of knowledge management in the learning cutture.

The role of knowledge and learning in the internationalisation of professional service firms

This paper explores the role of knowledge and learning in the internationalisation process of a small, professional service firm. It investigates the relationship between key dimensions of knowledge, organisational learning, and knowledge leverage mechanisms and internationalisation. Our findings reveal internationalisation appears most influenced by internal, tacit knowledge. The firm's ability to learn via depth and diversity of employee's experience is moderated by the efficiency of the mechanisms that enable application of knowledge to further internationalisation. This is an interactive, iterative process that builds organisational wisdom.

A Learning Organization as a Mediator of Leadership Style and Firms’ Financial Performance

The purpose of this study is to examine and identify the influence of learning organization as a mediator on therelations between leadership styles (transformational, transactional and passive-avoidant) and ROA. MultifactorLeadership Questionnaire (MLQ 5x-short) for leadership styles while Dimensions of the Learning OrganizationQuestionnaire (DLOQ) for learning organization testing were used in this study with data of 400 respondentsfrom 100 firms in The Stock Exchange of Thailand 100 (SET100). The results of conceptual model by regressionanalysis were mostly positive: the mediators Promote inquiry, and Provide strategic (elements of learningorganization) mediated partially on relationship between IC (transformational) and ROA. Moreover, the mediatorEmpower people (elements of learning organization) mediated partially on relationship between CR(transactional) and ROA while no (learning organization) mediated on relationship between passive-avoidantleadership style and ROA. The contributions of this study are two aspects. Practical aspect, the significance of IC,CR, and LF leadership styles effect on financial performances. Promote inquiry, Provide strategic, Empowerpeople dimensions of learning organization mediate on relationship between IC, CR leadership styles and ROA.Understanding is upon conceptual model that examine and identify on the leadership styles, learningorganization, and ROA financial performance for theoretical aspect.