Importance Of Organizational Learning Research Articles

Turkish textile and clothing SMEs: Importance of organizational learning, digitalization, and internationalization

Abstract The Turkish textile and clothing (TTC) industries, which are mainly made of small and medium enterprises (SMEs), are the main source of export for the Turkish economy since the end of 1980s. The introduction of digital technologies has changed the competition for the TTC industries and this change has been accelerated after the covid-19 pandemic. Digitalization of SMEs is accepted as a social and technical process in which organizational learning is the main actor and therefore, the aim of this research is to explore the relation between organizational learning, digitalization, and internationalization for TTC industries. A parallel-results convergent mixed method approach in which qualitative and quantitave analysis are performed seperately and integrated later is applied in this research. The data of the research were collected by semi-structured interviews and survey questionnaires, which are analyzed in MAXQDA and analysis of moment structures.

Benefitting from Acquisition Experience During Integration: The Moderating Effect of Strategic M&A Intent

AbstractResearch suggests that M&A performance improves through routinization and/or codified experience. Traditionally, acquisition research has drawn a direct link between the two knowledge accumulation mechanisms and acquisition performance. Yet, how lessons learned are captured and applied in subsequent events remains largely unanswered. We argue that routinization and codification may both result in standardized acquisition integration approaches that promise greater efficiency. Our results show that experience can be captured and applied through standardized acquisition integration approaches. Importantly, our findings show that a strategic M&A intent influences the relationships between routinization and codified experience, and standardized acquisition integration approaches. We find that a strong strategic M&A intent strengthens the relationship between codification and standardization, but it weakens the relationship between routinization and standardization. We test our hypotheses with a combination of primary survey and secondary data to offer managerial and research insights. By combining three pertinent M&A literature streams – acquisition experience, acquisition integration and acquisition intent – we shed light on the importance of organizational learning and strategic direction on acquisition performance.

Why do U.S. public companies continue to join the UN global compact: Ethics or economics?

Not long after the formation of the United Nations Global Compact (UNGC) in 2000, two opposing theories emerged regarding its efficacy and why organizations continue to join UNGC. The critics take the position that because it has low barriers to entry and no enforcement of compliance, it attracts organizations with low CSR performance who merely want to enhance their reputations. The advocates reject these arguments because of their belief in the purpose of the UNGC, to offer a platform for learning and improvement, especially for under-resourced organizations. Haack, Martignoni, and Schoeneborn have offered a conceptual framework that has the potential to bridge the differences between these two opposing theoretical positions by suggesting that CSR can be adopted ceremonially under conditions of opacity and evolve to substantive adoption over time as transparency increases. In this study, we use the Haack et al. conceptual framework to empirically test this proposition by investigating U.S. corporations that have joined UNGC. We expand the analysis to examine the motivations for ceremonially adopting CSR. Our results support the conditions proposed by Haack et al., and we emphasize the importance of organizational learning to achieve substantive adoption of CSR practices over time.

Organizational Learning and Employability in Enterprises: Preliminary Empirical Research Results

The article’s aim is to determine the importance of organizational learning in the development of employability on the modern labor market in the opinion of surveyed employees. A review of the literature on the subject and analysis of the results of the survey were conducted to this end. The first part of the article contains the theoretical characteristics of the relationship between organizational learning and employability. The second part discusses the method and the research sample as well as the results of a diagnostic survey carried out among 184 employees of various organizations from Poland. The Computer–Assisted Web Interview (CAWI) was utilized for this purpose. The statistical analysis of the study results was conducted using the IBM Predictive Solution 5 package. Finally, the limitations of the empirical research as carried out and directions of further research in the analyzed scope are presented.

Refining information systems competencies: the role of big data analytics resilience in organisational learning

Information systems competencies (ISC) have been an important area of inquiry for both business managers and academicians. It is now widely believed that in order to achieve sustainable business advantages, a firm must be able to renew IS competencies. Although the literature has discussed the importance of organisational learning (OL), there is not much known about how organisational learning renews IS competencies. Less is known about big data analytics resilience in information system competencies (BDARISC) and the organisation's ability to recover from lost information. In this research, we take a step in this direction and analyse the relationship of organisational learning on IS competencies for business advantages and investigate IS infrastructure flexibility, expertise, trust relationships, business performance and big data analytics resilience.

Decoupling of Institutional Decoupling: Differential Utilization of Voluntary Environmental Policy

The importance of organizational learning and technological innovation for environmental sustainability is well noted, yet little is known about why and how firms choose not to implement what they ...

The Decoupling of Institutional Decoupling: Differential Implementation of Voluntary Environmental Programs between Initial Innovators and Early Adopters

While the importance of organizational learning and technological innovation for environmental sustainability is well noted, little is known about why and how firms choose not to implement what they learn and innovate. We examine the learning-doing gap in an empirical context of sustainable innovation and environmental technologies, the domain where social constituents increasingly consider environmental performance to be significant evaluative criteria. Building upon institutional perspectives, we suggest that the increased popularity and social attention toward sustainable innovation may serve as externally imposed pressures that are difficult for firms to ignore, thus leading to the creation and development of novel technologies aligned with the normative pressures. Our key argument is that such technologies are not fully implemented, a situation referred to as decoupling. This argument is empirically supported by our analysis of data from the Green Certification Program, a relatively new, government-initiated certification system for legitimating green technologies in Korea. More importantly, we find that decoupling is further differentiated in terms of adoption timing between initial innovators and early adopters, two groups of firms that develop different risk perceptions of the consequences of certification implementation. Implications for organization studies, sustainable innovation, and environmental policies are discussed.

Changes in the Axes of Convergence of Innovation Management Research

<p>The multidisciplinary character of the theories that support research in the discipline of Innovation Management (IM), the growing importance being attributed to the increasingly rigorous approach to IM studies by academics, and the impact of IM on the competitive advantage of firms are just some of the indicators demonstrating the relevance of this discipline in the broader field of management. These developments explain why a quantitative analysis of IM studies based on bibliometric techniques is particularly opportune.</p>The aim of this paper is to analyze the dynamics of the intellectual structure of IM research throughout the last 20 years, to find out the main convergence axis within the field. The analysis of the intellectual structure shows that there are four convergence axes during the said period: (1) the study of how to manage innovation from the Strategic Management and Business Administration ambit; (2) New Products Development; (3) The importance of Organizational Learning and Knowledge Management for IM; and (4) The importance of the technological change, supply of technology, innovation process and innovation model. The dynamic analysis of all this, shows that in the 90’s there was a predominance of the axis (1) and (2). Subsequently, the predominance changed during the first decade of the XXI century, because the axis (2) remained dominating, but axis (4) began to appear strongly. Finally, it’s evident the strengthening of the authority of axis (4) in the intellectual structure of the IM research during the last period of study.

The International Human Resources Management Policies for the Development of the International Hotels’ Organizational Learning Capability in Algeria

Facing a globalized hyper-competitive economic environment and by necessity of becoming learning organizations, the importance of organizational learning (OL) has incredibly increased in multinational companies (MNCs) than those operating locally. The OL has become a distinctive competency that enables them invest successfully and compete overseas where they have to adjust their strategic choices to those regions in which they want to operate; especially in a newly emergent market of Algeria. In the other hand, managing a workforce of cultural diversity requires putting in place a clear strongly sophisticated policy; and having an international management cadre facilitate the mission of the MNCs in the different international settings. This research explores the extent to which the human resources management policies of the international hotels, installed in Algeria, affect the development of the organizational learning capability. The expatriates within those international hotels were asked to respond to the research survey. Results demonstrate a real positive significant effect of the international human resources management policies on the development of the organizational learning capability within international hotels installed in Algeria. In addition to the major role of the organizational learning capability in the strategic management and performance of the international hotels, applying the right international human resources strategies will yield sustainable international hotels competitive edge, mainly because of the sophistication of their services. They have to develop a cadre of top management with an international experience and capable to succeed in do business overseas and deal with and adapt to the different economic and cultural conditions of the host countries. This research may be first of kind in exploring the theme of organizational learning within MNCs, in an Arab developing country; specifically, the unique in studying the emergent promising Algerian sector of hospitality. DOI: 10.5901/mjss.2015.v6n6s4p526

Marketing Analytics and Health Care: Untapped Opportunities for Organizational Learning and Business Success

This study provides recommendations on how health care organizations can enhance organizational learning with marketing analytics to improve their business performance. There is widespread recognition of the importance of organizational learning to organizational performance and innovation. Recent research suggests that the use of analytics can play a critical role in enhancing organizational learning. However, the relationship between marketing analytics and organizational learning has not yet been thoroughly explored. More specifically, research is needed to understand how analytics, marketing analytics in particular, facilitate organizational learning. This phenomenon is studied here in the context of the health care industry. Case study research examines how learning involving intuiting, interpreting, integrating, and institutionalizing can be facilitated by marketing analytics.

The Learning Organization Concept: A Study on Private Companies in Dubai.

Organizational learning is a principal tool in achieving long-term survival and sustainable competitive advantage of an enterprise. The Organizational learning has become a tremendously important topic of interest in recent years. There is considerable debate regarding the importance of organizational learning and its impact on the performance and competitive advantage of the organization. The purpose of this research is to study to which extend the concepts of the learning organization are present in private companies in Dubai. In this study, we used a survey research design, with the organization as the unit of analysis. In the study, we used a convenience sample of private companies based in the Emirate of Dubai, UAE. The target population were managers at all levels: general management, operations, administration, human resources, marketing sales, and technical head because they are well positioned to assess the organizations' learning needs, systems and philosophy, and have an understanding of where the organization stands in relationship to these issues. The survey included demographic information about the firm, and included total number of employees. In this study we obtained 155 (N) respondents in the final sample with complete data. Measuring learning orientation has been framed in the literature by constructs described by Watkins and Marsick (1993; 1999), Senge (1990) and Garvin (2000). Learning orientation was measured using the scale originally constructed and validated by Watkins and Marsick (1999), the Dimensions of the Learning Organization, and Yang, Watkins and Marsick (2004). The DLOQ consists of 55 questions to measure the correlation of seven learning organization dimensions and certain organizational characteristics regarding financial and knowledge performance. Respondents were asked to indicate their perception of the degree to which their organization practices the described behaviors on a six-point Likert-type scale. The data gathered from the survey was then organized in multiple ways for better analysis and entered into SPSS version 22.0. Based on the above findings, we can reject the null Hypothesis that Dubai Private Companies do not embrace the Learning Organization Dimensions & accept the alternative. Thus, we can conclude that Dubai Private Companies embrace to some extend the Learning Organization Dimensions described by Watkins and Marsick which we measured using the DLOQ (Dimensions of the Learning Organization Questionnaire).

The impact of organizational learning capacity from the socio-cognitive perspective on organizational commitment

This study is to examine the impact of organizational learning on affective commitment in Korea. In particular, this study addressed the importance of organizational learning as an HRD strategy from the socio-cognitive perspective. Data were collected from four large companies located in the area of Seoul, South Korea. There were 233 usable questionnaires yielding a response rate of 61 %. Multiple regression analysis and principal factor analyses were applied to conduct a data analysis. The results showed that a linear relationship existed between the organizational learning capacity and affective commitment (R 2 = .495). Four dimensions were statistically significant with the exception of “feedback.” Participative decision-making is the most important factor. Finally, the study discussed some implications for HRD theory and practice.

Organizational Learning and the Internationalization Sigmoid

The article aims at pointing out the complex relationship between a MNE's leadership, focus and importance of organizational learning in the context of a successful internationalization process. Leadership's direction and vision from a learning organization perspective is looked as methodical and synthetic theoretical modes are intersected. The results of such junction bring to the forefront the relationship between the degrees of voluntarism's subscribed to by a firm in the context of organizational learning and the latter's impact upon a firm's internationalization related processes. In graphic form it is advanced that a firm needs to progress from organizational learning to a learning organization and based on this transition should follow with internationalization decisions. Just as the title suggests the paper also presents the theoretical scaffold for internationalization and organizational learning.

The Sandals philosophy: exceeding guest expectations – now and in the future

PurposeThis paper seeks to introduce the Sandals philosophy and how it enabled Sandals Resorts International to become the world's most celebrated ultra all‐inclusive resort company.Design/methodology/approachThe paper profiles the company's growth and approach to human resource development.FindingsThe paper concludes that an active, practical learning method is the most suitable development process to enable personal, professional and organizational development.Practical implicationsThe paper illustrates the importance of organizational learning in sustaining corporate success.Originality/valueThe paper provides a perspective on the business philosophy that underpins the development of Sandals Resorts International.

Knowledge Sharing in a Knowledge Intensive Organisation: Identifying the Enablers

The importance of organizational learning and knowledge to the competitive strength of organisation has become common wisdom. The challenge is in generating new knowledge via active learning and the sharing of the knowledge to ensure optimum exploitation. The identification and creation of the context, the policies, the structures and the mechanisms to facilitate learning, retention, sharing/transfer, and exploitation of knowledge are the real issues on the road to becoming a learning organisation. A total 118 executives of a knowledge intensive firm were surveyed to examine the role of these enablers on their knowledge sharing behavior. The commitment to training and development, access to learning resources, retention of learning, incentives for and feedback on learning were examined as key enablers of knowledge sharing. Correlation analysis suggests that the enablers posited are moderately to highly inter-related. Regression analysis shows that model accounts for 68% of the variance in knowledge sharing. Of the 5 enablers examined, feedback on learning and access to learning resources were significant and point toward a strong role in knowledge sharing. The study provides strong support for the synergistic use of internally coherent set of practices with feedback on learning behavior and access to learning resources playing the principal role in stimulating knowledge sharing. The findings generally resonate with the positions taken by Nonaka and Takuechi (1998), Krogh et al. (2002), Snowden (2003) and Gilmour (2003) who call for “atmospheric management” in knowledge intensive firms.

Enhancing performance through best HRM practices, organizational learning and knowledge management

PurposeThe purpose of this paper is to explore the relationships between best human resource management (HRM) practices, knowledge management (KM), organization learning and organizational capabilities (OC) and their impact on organizational performance. The proposed framework intends to add to the understanding of the specific processes that mediate between best HRM practices and organizational performance.Design/methodology/approachA range of relevant literature is explored and a conceptual model is proposed and discussed.FindingsThis paper proposes an answer to “how” best HRM practices can influence performance. It is suggested that KM and organizational learning (OL) play their own unique role in creating OC, which lead to superior performance.Practical implicationsThe paper can help human resource managers to understand better the importance of OL and KM processes and the way best HRM practices, through the integration of these two processes, lead to superior and sustainable performance.Originality/valueThis paper attempts to shed some light on the processes through which HRM practices influence performance. The proposed conceptual framework is an original, complete model that will hopefully contribute towards the enrichment of the relevant literature. Moreover, it clarifies relevant terms and their relationship that seem to be surrounded by ambiguity.

A study of the effectiveness of electronic document management systems

With the emerging importance of Organisational Learning (OL) in an organisation, we attempt to study its impact on system effectiveness. It is hypothesised that an organisation with a good learning orientation would facilitate the implementation and usage of an information system such as the Electronic Document Management System (EDMS). Our study serves two objectives: to extend the theoretical framework of system effectiveness and to evaluate the effectiveness of EDMSs. A survey was conducted among those firms implementing EDMSs. It is found that management support is still the most important factor and may improve an organisation's performance in different ways. Other than that, OL impacts the performance of employees and their satisfaction with EDMS implementation. Its influence on EDMS effectiveness is more on employees rather than on the organisation.

Studying purchasing specialization in organizations: a multi-agent simulation approach

This paper reports on a series of multi-agent-based simulation experiments. The purpose of these experiments is to investigate how factors like task-complexity, availability of skills and corporate policies determine the degree to which a firm may benefit from a specific, dedicated purchasing department. Particular attention is paid to the purchasing of non-product-related items and services. Among the factors investigated are: corporate purchasing policies, available information, capacity of organizational members and the nature of the various purchasing activities. Preliminary results suggest that most of these factors impact on the degree of involvement of a purchasing department as well as the quality of the purchasing activities carried out. The results show the limits of Purchasing's added value and the importance of organizational learning in that respect.

Between Opinion Leadership and 'Contract of Disagreement': The Norwegian Labour Party and the European Issue (1988-1994)

The Norwegian Labour Party elite advocated European Union membership in the 1994 referendum, but the party’s members and voters were divided. This article examines the party leadership’s conflict management strategies. The possible tradeoff between, on the one hand, seeking a given policy outcome (in this case, Norwegian membership of the EU), and, on the other, maximising votes and maintaining party cohesion, is focused upon. In the 1972 referendum on Norwegian membership of the European Community, Labour had failed to achieve any of these objectives. Electoral losses and party splits were avoided in 1994, but the main policy objective – EU membership — was still not reached. It is difficult to argue, however, that the Labour elite chose one goal at the expense of the others. This case study suggests that parties may try to reconcile seemingly incompatible objectives and to avoid choosing between goals. In addition, the results underline the importance of organisational learning and indicate that the strategies of both leadership and internal opposition should be included in research on party behaviour.

The changing nature of professionalism: The importance of organisational learning and practical management

This paper is concerned first, with the changing nature of professionalism in the surveying profession and second, in response to such changes, the results of two recent projects sponsored by the Royal Institution of Chartered. Surveyors (RICS). The paper focuses on some of the characteristics associated with being considered as a ‘professional’ and how these have shifted over time. A number of new trends are also becoming apparent as surveying professionals seek to maintain, and in some Instances, extend their influence across the professional services sector. First, it is becoming recognised that ‘lifelong learning’ for both surveying professionals and surveying organizations is of critical importance to the future development of the profession. Second, it is also being recognised that business and commercial skills are becoming of increasing importance to professional surveyors in both private and public sector organisations. The evolution of both sets of ideas in the context of surveying in the United Kingdom is illustrated using examples drawn from recent research projects.