Effect Of Organizational Learning Research Articles

Role of Human Resource Practices in Enhancing Organizational Learning in Chinese Construction Organizations

AbstractWhile previous studies have found that human resource management has positive effects on innovation and organizational performance, the processes through which human resource management leads to organizational performance are contested. Although human capabilities in learning, innovating and changing creative directions are vital to long term development of organizations, it has been suggested that intellectual capital, knowledge sharing, and group interaction mediate that process. In the context of the Chinese construction industry, this paper investigates the effect of human resource practices and organizational learning on construction firms’ performance. The data collection employs a questionnaire survey and structural equation modelling is used to analyse the data. The results support organizational learning as a mediating variable of the relationship between human resource practices (staffing, training, rewards, and employment relations) and organizational performance. Thus, Chinese construc...

Mergers and Acquisitions in Ownership Restructuring of Chinese Firms

This paper investigates mergers and acquisitions (M&A) in the context of firm ownership restructuring in China, via several theoretical lenses including organizational learning and population ecology theories. It highlights the effect of organizational learning on the choice of M&A in ownership restructuring, based on the assumption that the choice might be favored by poor-performing firms. By employing a hierarchical linear regression model, this article examines the cross-level moderating effects of the density of ownership restructuring patterns on the performance-M&A relationship. Several key findings have been revealed. At the individual firm level, performance is negatively related to its choice of M&A. The ownership restructuring pattern that firms adopted is positively associated with its choice of M&A. Moreover, at the industry level, the density of patterns in an industry positively moderates the performance-M&A relationship.

Incorporating the learning effect into data envelopment analysis to measure MSW recycling performance

The effect of organizational learning, which results in continuous improvement of organizational performance over time, has been widely discussed. The cumulative learning effect may form as a source of intellectual capital. Thus far, the static data envelopment analysis (DEA) model has not been used to examine the longitudinal learning effect. Therefore, a two-stage approach is developed together with the estimation of a latent learning effect using time-series data; the estimated learning effect is then used as an input in the DEA Slacks-Based Measure (SBM) model. The proposed DEA SBM model can be used to investigate the efficiency of the organizational learning effect of Municipal Solid Waste (MSW) recycling systems.This study estimated the cumulative learning effect of 23 local governments in Taiwan from 2001 to 2009 using regression analysis; the results were incorporated into the DEA SBM model to evaluate the relative performance of MSW recycling systems in 2009. This work makes three major contributions: first, this paper developed a new approach that incorporates organizational learning effects into the DEA SBM model; second, improved policies were provided to local governments with inefficient MSW recycling systems; third, this paper found that household disposable income levels influence learning methods, leading to a considerable difference in cumulative learning effects. In promoting recycling policies, local governments should determine whether such policies can be disseminated and implemented given the local community’s standard of living.

The relationship between organizational learning and financial performance of branches of Refah Bank of Mazandaran: A case study

Today, the importance of the influence of organizational learning environment on financial performance of organizations and institutes is not hidden from anyone and that is the reason for this investigation. This investigation seems more important since the organization is a financial one, especially banks. In this investigation, considering its various aspects, the relation between organizational learning and financial performance of branches of Refah Bank of Mazandran with different degrees has been researched. Organizational learning based on Petersenge's model has different aspects like personal mastery, mental models, system thinking, team learning and shared vision. In order to determine the most important indicators and effective options which influence each dimension of organizational learning, we used the method of factor analysis and stratified random sampling. To study the relation between different dimensions of organizational learning and financial performance, to compare the average influences and determine the amount of impact of organizational learning on financial performance we used Pearson test, Kruskal-Wallis test and regression equation. The results confirmed the existence of meaningful relation between organizational learning and financial performance and the effects of organizational learning on financial performance. In addition, average indicator of each dimension of organizational learning in banks with higher degrees has been at a higher level. Finally, system thinking and mental model have respectively the most and least statistical relation with financial performance. Key words: Learning, organizational learning, financial performance.

Effects of Organizational Learning on Firm's Flexibility, Competitive Strategy and Performance

Effects of Organizational Learning on Firm's Flexibility, Competitive Strategy and Performance

Contingencies in collaborative innovation: matching organisational learning with strategic orientation and environmental munificence

Matching organisational learning with internal and external contingency factors is important for firms in emerging economies in order to improve their collaborative innovation. This study investigates the fit, in collaborative innovation, between: 1) a firm’s organisational learning; 2) its strategic orientation and the environmental munificence. Using a sample of 136 Chinese firms that engage in R&D collaboration, we examine the fit effects of organisational learning (exploratory learning and exploitative learning) and the contingency factors (strategic orientation and environmental munificence) on collaborative innovation performance, and find that exploratory learning coupled with resource-driven strategic orientation and high environmental munificence enhances collaborative innovation performance, while exploitative learning coupled with opportunity-driven strategic orientation and low environmental munificence enhances collaborative innovation performance.

Organizational Learning in Nigerian Institutions: Constraints and Challenges

Organisations are recognised as legal and corporate entities. They have an image, and they can sue and be sued. To that extent therefore, this paper posits that organizations can also learn, and asserts that the absence or dearth of adequate organisational learning culture denies organizations the much needed competitive edge necessary to survive and remain viable in the contemporary and highly globalised world. The paper x-rays the technical and social perspectives of organisational learning and argues that the learning process is context and culture-driven. Conceding that effective organisational learning practice enhances performance, it highlights some hindrances to the learning process, suggests remedies and concludes with a case study of the organisational learning problems of a Nigerian public sector organization.

The persistence of innovation: a panel data investigation on manufacturing firms

This paper represents a contribution to empirical debate on the persistence of innovation in the firm, by exploiting an innovative panel database that, for the first time, links three waves of the Italian Community Innovation Survey with an administrative data source providing economic and financial information for firms in the Italian manufacturing sector, 1996–2003. By using both a dynamic logistic model and a Granger causality approach, we show that in order to innovate successfully it is much more important to have an adequate flow of profits during an appropriate time span rather than high profits only during one period before innovation. Our causality tests prove the existence of a dynamic interaction between innovation and profitability: successful innovation can, in the short run, generate the profitability conditions that can then enhance the financial resources needed to reinvest in new technological opportunities, thus causing the firm to persist in its innovative behaviour. We have also shown that another important source of persistence is represented by past innovative experience. A firm with consolidated innovative behaviour would have a higher probability of future successful innovation with respect to a firm that occasionally (or accidentally) innovates. Persistence in innovation enables a firm to take advantage of substantial technological and organizational learning effects, which improve with time.

Organizational learning, innovation, and performance in KIBS

AbstractThere is widespread agreement that organizational learning (OL) and firms' innovative culture (innovativeness) positively influence organizational innovation (OI), which ultimately fosters long-term competitiveness. However, there is more limited empirical evidence on the role of OL as a forerunner of innovativeness, or on the combined effects of OL and innovativeness on OI and how performance is ultimately improved. In this research, OI is evaluated as a firm's actual ability to regularly adopt and implement more technical and administrative innovations with a greater degree of incorporated novelty relative to their main competitors. The aim is to approach innovation from a comprehensive viewpoint and to assess the attainment of superior competitive advantage in the innovation field. Effects on performance are evaluated at both the organizational level and in the commercialization of new services by means of two different conceptual model. These models are tested on a sample of 246 knowledge intensive business services (KIBS) located in Spain. We used polychoric correlations (Lee, Poon, & Bentler, 1995), together with a robust methodological approach, to analyze categorical variables in structural equation systems in EQS. The empirical results show that OL is an important antecedent for innovativeness, and that the latter plays a key role in the adoption of more technical and administrative innovations with a greater degree of incorporated novelty. Organizational learning exerts a direct effect on administrative innovation efforts although, contrary to previous research, the mediating role of innovativeness is required for the former to affect technical innovation. The research also supports the influence of OI on the attainment of competitive advantages at the business level and in the performance of new services. The greater ability of KIBS to innovate thus constitutes an invaluable resource to foster customer performance and profitability at the business level and in the commercialization of new service offerings.

Organizational learning, innovation, and performance in KIBS

AbstractThere is widespread agreement that organizational learning (OL) and firms' innovative culture (innovativeness) positively influence organizational innovation (OI), which ultimately fosters long-term competitiveness. However, there is more limited empirical evidence on the role of OL as a forerunner of innovativeness, or on the combined effects of OL and innovativeness on OI and how performance is ultimately improved. In this research, OI is evaluated as a firm's actual ability to regularly adopt and implement more technical and administrative innovations with a greater degree of incorporated novelty relative to their main competitors. The aim is to approach innovation from a comprehensive viewpoint and to assess the attainment of superior competitive advantage in the innovation field. Effects on performance are evaluated at both the organizational level and in the commercialization of new services by means of two different conceptual model. These models are tested on a sample of 246 knowledge intensive business services (KIBS) located in Spain. We used polychoric correlations (Lee, Poon, & Bentler, 1995), together with a robust methodological approach, to analyze categorical variables in structural equation systems in EQS. The empirical results show that OL is an important antecedent for innovativeness, and that the latter plays a key role in the adoption of more technical and administrative innovations with a greater degree of incorporated novelty. Organizational learning exerts a direct effect on administrative innovation efforts although, contrary to previous research, the mediating role of innovativeness is required for the former to affect technical innovation. The research also supports the influence of OI on the attainment of competitive advantages at the business level and in the performance of new services. The greater ability of KIBS to innovate thus constitutes an invaluable resource to foster customer performance and profitability at the business level and in the commercialization of new service offerings.

The Effect of Organizational Culture and Organizational Learning towards the Competitive Strategy and Company Performance (Case Study of East Java SMEs in Indonesia: Food and Beverage Industry)

Organizational culture and learning organizations are the major topics of discussion in corporate world. It is well realized that to become learning Organization is to agree a set of attitudes, values and practices that support the process of constant learning within the organization. A learning culture can be developed in an Organization only when the top management and executive is committed and deeply involved. “Learning Culture” should be a Corporate Goal and stated at the highest level of objectives in order that it is cascaded down to the organizations employees and becomes a part of every employee’s personal, annual goals. It is necessary to establish the relation between culture, learning climate and strategic performance, in order to provide effective direction to the modern organizations. A study has been initiated to analyze the organization culture and organization learning effects toward the Competitive Strategy and Company Performance From the 615 Small and Medium-sized Enterprises in East Javas population, the sample are 143 from the three biggest cities in East Java Indonesia (Surabaya, Malang and Kediri) as the location of this research. This research conducted to apply the Explanatory Research with the Organizational Culture, Organizational Learning, Competitive Strategy and Company Strategy as a Research Variables. Structural Equation Modeling (SEM) was the appropriate tool to examine and to analyze the data. The results of this research showed that Organization Culture has significant effect towards company Competitive Strategy, Organization Learning has significant effect towards Competitive Strategy, but it did not have significant effect towards Company Performance. Moreover, Competitive Strategy has a significance effect towards Company Performance.

The role of facilitators in project action learning implementation

PurposeThis paper addresses the importance of a more proactive role of organizational learning (OL) facilitators, learning motivation reinforcer, through a two‐part longitudinal study in a case company. The first part of this study aims to investigate and analyze some unexpected challenges in the project action learning‐driven (PAL) OL implementation in the case company, and the second part seeks to discuss an enhanced role of OL facilitators to cope with the new challenges.Design/methodology/approachA longitudinal case study supplemented with a series of carefully choreographed field research activities, e.g. interviews, on‐site observations, survey tests, was conducted to achieve the research purpose. In the first part of this study, the feedbacks regarding PAL implementation were collected from different PAL stakeholders to identify the problems and barriers that undermined the effectiveness of PAL implementation. In its second part, the proposed facilitator's interventions were introduced in the case company. The results were examined through a controlled group experiment conducted with an on‐going round of PAL implementation.FindingsThe study found that adverse changes in business circumstances and organizational restructurings could dampen staff's motivation toward organization's OL initiatives which would further reduce the OL effectiveness. To redress the situation, a set of facilitator's interventions was developed to reinforce OL members' learning motivation. Study results indicate that the proposed interventions can positively influence the learning motivation of the PAL members in the case company.Practical implicationsThis paper describes the difficulties encountered in a real life OL journey and the role OL facilitators could take on to help overcome them. It provides empirical evidence of how the learning motivation and commitment of OL members can be positively influenced by OL facilitation.Originality/valueThe authors believe such longitudinal case based OL research is rare and valuable to OL theorists and practitioners.

Making Organizational Learning Work

This paper reports findings from an ongoing study to understand the dynamics of operational reliability. Previously, the study identified weaknesses in organizational settings that inhibited learning opportunities, specifically the ability to learn from failure (Sullivan et al., 2008). Effective organizational learning strategies are critical in promoting operational reliability, specifically recovering from operational failures or preventing them altogether (Sullivan, 2007). There is considerable debate over the effectiveness of organizational learning and there is evidence that shows that it can, and in some cases must, work. The U.S. Navy demonstrates exceptional learning capabilities, learning from failure and even learning without failure. Further, the Navy’s knowledge management practices have proven effective over time as generations of military personnel, civil servants, and contractors learn from the experiences of their predecessors (Sullivan, 2007).

Analyzing the Impact of Corporate Governance and Organizational Learning on Strategic Planning Effectiveness (An Empirical practice among some industrial companies in Iran)

The main purpose of this paper is to investigate relationships between corporate governance, organizational learning and strategic planning effectiveness. A total of 89 questionnaires were collected from some industrial firms working in Iran. Regression analysis was used to test the hypotheses. Findings showed corporate governance, but not Organizational learning, is significantly associated with strategic planning effectiveness. Further, both corporate governance and organizational learning jointly enhance the effectiveness of strategic planning. Longitudinal data would be needed in order to prove that causal relationships exist. It would be useful to explore whether the results hold when other integrative variables are taken into consideration. Keywords: Strategic planning effectiveness, Corporate governance, Organizational learning

Technological distinctive competencies and organizational learning: Effects on organizational innovation to improve firm performance

This paper analyzes how top management support of technology influences the generation of technological skills, technological distinctive competencies and organizational learning. The research also examines the effects of technological distinctive competencies and organizational learning on organizational innovation and reflects how all of these variables impact organizational performance. The results of our empirical analysis, based on a sample of 201 Spanish technological firms, suggest that: (1) top management support positively influences the generation of technological skills, technological distinctive competencies and organizational learning; (2) technological distinctive competencies and organizational learning positively affect organizational performance, directly and indirectly through organizational innovation.

The Effect of Open Innovation and Organizational Learning on Technological Competitive Advantage in Venture Business

The Effect of Open Innovation and Organizational Learning on Technological Competitive Advantage in Venture Business

The effects of organizational learning capacity on firm innovative performance

Researchers have begun to concentrate on the definition of organizational learning, the dimensions of organizational learning and how to develop the organizational learning capacity, because recent studies have found organizational learning to be a key factor in firm performance [2],[3],[6],[7]. Most of these researches have defined organizational learning as detecting error and fixing process. In addition, organizational learning capacity have been described as improvement of firm performance over time [10],[23]. Although the effects of organizational learning and organizational learning capacity have been examined by so many researches, there is no enough literature on the relationship between organizational learning capacity and innovation performance. This survey aims to fill that gap in literature by examining the effect of organizational learning capacity on firm innovative performance.The survey is conducted on 199 middle and senior managers of firms operating in metal industry in Marmara Region of Turkey. The obtained data from the questionnaires are analyzed through the SPSS statistical packaged software. Descriptive analysis, factor analysis, reliability analysis, correlation and regression analyses are used to evaluate the data. Analyses results revealed that two dimensions of organizational learning capacity (system orientation and knowledge acquisition-utilization orientation) affects firm innovative performance positively.

Innovation by small group activity and organisational learning – an empirical study on quality control circle activity

The research analysed the organisational factors of creating innovation focusing on quality control circle (QCC) based on literature-based analysis, interviews and quantitative analysis. As a result of analysis on 156 excellent QCC cases, seven cases to create innovation were found. The interviews with the one of cases and quantitative analysis were conducted for analysis on the difference between the case circles and the other. As a result of analysis in terms of members’ diversity and motivation and across-organisational QCC’s activities, it was found that the seven cases created innovations through promoting effective organisational learning.

Accountability of Transnational NGOs

Nongovernmental organizations (NGOs) working across borders face increased accountability demands. Although many have proposed ways of changing accountability practices, the debate is rarely informed by leaders’ perspectives of how accountability is perceived and practiced across different organizational settings. In interviews with NGO leaders we find aspirations to make accountability more meaningful and integrated, in particular by listening more to stakeholders other than donors. However, these aspirations are rarely put in practice and leaders continue to highlight traditional means such as financial accounting. This gap is particularly pronounced for smaller organizations and reflects an increasingly competitive environment shaped by rating agencies and a focus on financial metrics. To move from aspirations to practice, NGOs have to be willing to share more meaningful information about their work and outcomes with stakeholders. Practicing transparency that empowers beneficiaries is central to effective organizational learning and balancing demands from different stakeholders.

Organizational Learning, Innovation and Performance: A Study of Malaysian Small and Medium Sized Enterprises

This empirical study attempts to investigate the effect of organizational learning on innovation as well as theimpact of innovation on company performance. Based on the literature review, two hypotheses are proposed toguide the study: the positive impact of organizational learning on innovation and the positive relationshipbetween innovation and performance. Data was collected via electronic survey from 320 small and mediumenterprises operating in the ICT industry in Malaysia. Findings from the study support both the two hypothesesthus providing further evidence that organizational learning contributes to innovation capability, and thatinnovation is positively related to firm performance. Several guidelines and practical implications from the studyare also discussed.