Organizational Learning Research Articles

UNVEILING SUCCESS: A CASE STUDY ON THE ROLE OF TRAINING AND DEVELOPMENT IN EMPLOYEE PERFORMANCE

In today’s fast-paced and highly competitive organizational environment, employee performance is directly linked to how well individuals are trained and developed within their roles. As businesses seek to enhance productivity, maintain adaptability, and remain competitive in their respective industries, the strategic importance of training and development has become increasingly evident. This review paper explores the significance of these human resource practices by analyzing a case study conducted at a company that emphasizes capacity building and personal development. The primary objective of the study is to investigate the impact of structured training programs on overall employee performance and organizational growth, with a focus on practical outcomes and real-world applicability. The study begins by situating the importance of training within the broader framework of workforce management. Effective training equips employees not only with the technical skills required for their immediate job responsibilities but also with soft skills such as problem-solving, teamwork, communication, and leadership competencies that are often critical to achieving long-term goals. The reviewed case study documents how it has implemented a range of formal and informal training initiatives tailored to the unique needs of its workforce. These initiatives include workshops, hands-on learning sessions, mentorship, and feedback-driven evaluations, which collectively aim to enhance both individual capabilities and team cohesion. Throughout the internship period, the researcher engaged in continuous observation and participated in organizational activities to gain first-hand insights into the implementation of training programs. Informal interviews and internal documentation provided additional layers of understanding. A key discovery was that employee performance saw a marked improvement following training interventions, particularly in areas such as client communication, project execution, and adaptability to organizational changes. This improvement was not merely anecdotal but supported by feedback from supervisors and productivity data tracked over time. One of the unique features of the approach is its emphasis on contextual learning. Unlike one-size-fits-all training models, the organization prioritizes relevance and applicability. Employees are encouraged to learn in a way that directly reflects their day-to-day responsibilities. This approach has not only increased retention of knowledge but also ensured that training outcomes translate into measurable performance gains. The review also notes that the training culture within the organization fosters continuous learning, where staff are motivated to pursue further growth without external prompting. Another important observation from the study is the psychological impact of consistent training and development. Many employees reported feeling more valued and confident as a result of their participation in learning programs. This morale boost contributes significantly to job satisfaction, loyalty, and a general sense of belonging all of which play crucial roles in enhancing productivity and reducing employee turnover. Moreover, by investing in their workforce, organizations like it also demonstrate social responsibility and long-term strategic thinking, which helps attract talent and maintain a positive reputation in their industry. Keywords: Training and Development; Employee Performance; Human Capital; Organizational Learning; Case Study; Skill Enhancement; Workplace Productivity; Behavioral Change; Performance Evaluation Human Resource Management, Mentoring Continuous Learning, Culture Strategic HR, Employee Motivation.

Assessing the relationship between supervisor knowledge sharing and innovative behaviors among clinical nurses: the mediating role of organizational learning

Assessing the relationship between supervisor knowledge sharing and innovative behaviors among clinical nurses: the mediating role of organizational learning

‘MY BOSS MAKES THE MOST OUT OF IT’: The predictive value of learning climates for employability

AbstractThis study aims to examine to what extent the employability of followers and their managers is equally supported by organizational learning climates. Studies often assume that managers and their followers benefit equally from these climates. However, this assumption overlooks the distinct roles and positions that managers hold in comparison with their followers. Managers typically have more freedom to engage in learning activities, make decisions about their professional development and leverage organizational resources to support their growth. Consequently, they may have better positions to reap the benefits of learning climates than followers, whose roles may be constrained by organizational hierarchies. Using an actor–partner interdependence model, in a dyadic study among 205 manager‐follower dyads, we investigated how three specific learning climates—appreciation, facilitation and error avoidance—relate to managers' and followers' employability. Our findings revealed that managers' employability benefits from all three climates. Contrastingly, followers' employability is enhanced only by a facilitating learning climate. These results suggest that learning climates primarily enhance managers' career potential, while followers depend more on direct facilitation to improve their employability.

Investigating the Effectiveness of Knowledge Management Systems in Enhancing Organizational Learning and Innovation

Abstract: This project aims to investigate the influence of Knowledge Management Systems (KMS) on organizational learning and innovation. Through a comprehensive analysis of existing literature, case studies, and interviews with professionals, the study seeks to provide insights into how KMS can contribute to fostering a culture of continuous learning and innovation within organizations. This study investigates the effectiveness of Knowledge Management Systems (KMS) in enhancing organizational learning and innovation. The research aims to explore how organizations implement and utilize KMS for knowledge sharing and dissemination, and the impact of these systems on organizational learning processes within diverse business environments. Additionally, the study seeks to understand the role of KMS in stimulating and fostering innovation within organizations. There search methodology involves a comprehensive literature review to examine existing theories and previous studies on KMS effectiveness, organizational learning, and innovation. The study also identifies challenges and barriers associated with the adoption and implementation of KMS. Through the analysis of case studies and empirical data, the research aims to identify best practices that can be adopted by organizations to leverage KMS for enhancing organizational learning and innovation.The findings of this study will contribute to the existing body of knowledge-on-knowledge management and provide practical insights for organizations seeking to improve their knowledge management practices. Methodology: The research will employ a mixed-methods approach, combining quantitative surveys to measure KMS usage and qualitative interviews to gather in-depth in sights.Case studies of organizations with successful KMS implementations will be analyzed to extract best practices and lessons learned. Significance: This study aims to contribute valuable insights to both academia and practitioners by shedding light on the potential benefits and challenges associated with implementing Knowledge Management Systems.The findings will offer practical recommendations for organizations seeking to leverage KMS for improved organizational learning and innovation. ExpectedOutcomes: The project anticipates revealing the positive impact of effective KMS utilization on organizational learning and innovation,providing a road map for organizations aiming to enhance their knowledge management practices.

Linking organizational intangibles to sustainable performance: A mediated-moderated model from the hospitality industry

The hospitality sector in Batam drives the local economy by creating jobs, increasing incomes, and supporting local businesses through collaboration with vendors. While maintaining service quality remains challenging, competition among hotels encourages innovation. Adapting to technology and sustainability trends helps the sector thrive in tourism development. This research examines how organizational culture, knowledge management practices, and organizational learning impact human resource management practices, job satisfaction, and sustainable organizational performance, with organizational climate as a moderator. The study surveyed 233 out of 557 employees from star-rated hotels in Batam, using structural equation modeling with AMOS 20 for data analysis. The results show that organizational culture and knowledge management practices significantly influence human resource management practices (HRMP), while organizational learning does not. Organizational culture does not significantly affect job satisfaction, but knowledge management practices and organizational learning do. Organizational culture does not significantly impact sustainable organizational performance, whereas knowledge management practices and organizational learning positively do. HRMP significantly affects sustainable organizational performance, while job satisfaction does not. Organizational climate does not moderate the effect of HRMP on sustainable organizational performance but moderates the effect of job satisfaction on it. HRMP mediates the influence of organizational culture and knowledge management practices on sustainable organizational performance but does not mediate the effect of organizational learning. Job satisfaction does not mediate the effects of organizational culture, knowledge management practices, or organizational learning on sustainable organizational performance.

Analysis of the Relationship Between Organizational Learning and Healthcare Integration.

This thesis explores the relationship between organizational learning and integrated care in health systems. Through a mixed-methods approach, it analyzes how healthcare organizations develop learning capabilities and how these contribute to the effectiveness of integrated care models. These findings indicate that fostering a culture of continuous learning enhances care coordination and patient outcomes. However, structural and cultural barriers may hinder learning processes. This study provides insights for policymakers and healthcare managers on leveraging organizational learning to improve integrated care implementation.

Benchmarking: Seeking Best Practice

ABSTRACTBest Practice Benchmarking (BPB) is a legitimate and rigorous evaluation methodology for organizations that aspire to become learning organizations who demonstrate best practice in products, services, and processes. The focus of this article is to describe BPB as a knowledge sharing evaluation methodology that offers a structured and methodical approach to comparing existing products, services, and processes. The approach to reasoning is deductive as there is a hypothesis; for example, is our product contemporary? Or unique? Or do we have a competitive advantage? As evaluators and evaluation operate in the tactical arena, it makes sense that evaluators would value and take a formal approach to benchmarking by adopting BPB as one methodology. On another level, when evaluators are drawn into the policy design space, policy borrowing is an appropriate activity to inform strategy. Policy borrowing is an extension of benchmarking as it moves benchmarking into the policy domain, where the product under comparison is a policy. Policy borrowing is where knowledge sharing (identifying best practice policy implementation) leads to knowledge transfer (contextual implementation of best practice policy). Grounded in the real‐world experience of the authors as internal evaluators, this article describes the BPB methodology and outline where this methodology is appropriate for both the tactical (evaluation) and strategic (policy) levels

Behavioral biases and organizational learning: a cognitive perspective

Purpose The paper aims to explore how cognitive biases influence the way organizations learn and adapt. Design/methodology/approach This paper adopts a viewpoint methodology to explore the influence of behavioral biases on organizational learning. It synthesizes insights from behavioral science, psychology, and organizational learning theories to provide a conceptual discussion. The paper identifies and discusses key biases that impact decision-making and learning processes within organizations. Findings This work synthesizes the different biases that hinder organizational learning. The different steps that an organization can take to mitigate or decrease the impact of these biases are also discussed Research limitations/implications The paper focuses on key cognitive biases only in an organizational context while ignoring other organizational and individual factors such as individual experiences, cultural background, size of the organization. Practical implications Organization must recognize and address the cognitive biases which promote learning and adaptability. Failure to it can lead to flawed decision-making, resistance to change and hinder organizational growth. Implementing corrective mitigation strategies is crucial for fostering a culture of interdependency, exploring newer avenues in tackling situations and efficient use of resources. This helps an organization to adapt to the dynamic business environment and maintain competitive advantage. Originality/value This is the first study in which key biases and organizational learning are discussed, which is beneficial for the organization to understand and implement for better organizational success on time.

Qualitative MAXQDA Analysis of Factors for Efficiency in Organizational Learning

This study consisted of a documentary research aimed at analyzing the variables of organizational climate and service quality. The research problem focused on how organizational climate influences the quality of public services and which factors of organizational climate are key to improving efficiency and user satisfaction. For this purpose, databases such as Scopus, Science Direct, and other relevant sources were reviewed, yielding approximately 22,097 articles. From these, various selection criteria were applied to retain only those offering pertinent information related to the research problem. The analysis of organizational models such as ISO, JCAHO, SERVQUAL, and EFQM highlighted that factors like communication, leadership, and job satisfaction are essential for improving service quality. Furthermore, it was observed that a favorable organizational climate has a direct impact on quality management, resulting in greater efficiency and user satisfaction. However, the need for empirical studies to validate these findings and support the relationship between organizational climate and service quality was emphasized. These results provide a solid foundation for future research that will deepen this theoretical perspective. Received: 25 December 2024 / Accepted: 12 March 2025 / Published: 08 May 2025

Promoting digital teaching in a large regional academic college in Israel

ABSTRACT Digital learning processes in higher learning have become critical for the success of academic institutions. In a targeted action carried out at a college in northern Israel, lecturers were accompanied by pedagogical personal guides between 2019 and 2022. A tested methodology was developed to measure the level of digitisation, and an analysis of the lecturers’ courses in the organisational learning system was carried out. A significant increase in the digital level of teaching was identified over the years. In addition, it seems that the personal guidance system for the lecturer is an important contribution to the increase in digital level.

Current challenges of organizational learning and cloud adoption technology toward SMEs' performance

This study aims to examine the effect of cloud computing on the business performance of Small and Medium Enterprises (SMEs) in Indonesia post-adoption and highlights the mediating role of organizational learning. Based on the Technology–Organization–Environment (TOE) framework, the study investigates the relationship between internal and external drivers of cloud adoption and the subsequent impact of cloud adoption on the learning processes and business performance at organizations. The research uses a hypothesized model framework to develop a quantitative study using CB-SEM with survey data from 315 SMEs using cloud computing as an ICT for more than a year. This means high management support and competitive pressure are potential motivators, whereas external support, regulatory support, and technology readiness do not significantly influence the adoption of the cloud. Results reveal the positive effect of cloud adoption on both organizational learning and firm performance. Additionally, organizational learning only partially mediates the relationship between cloud computing adoption and performance, thereby indicating the role of internal knowledge processes in converting technological investments into performance. These results show that the effectiveness of the cloud is magnified in the presence of learning at the organizational level. The study provides important insights for practitioners and policymakers seeking to enhance digitization efforts in the SME context.

Leveraging artificial intelligence: the machine/human agentic impact on evolving practices in learning & development

ABSTRACT The practices and processes enabling learning within organisations have emanated from the metacognitive abilities of humans that have been ‘agentic’ in creating action plans, adopting goals, visualising outcomes, and providing direction and coherence. Rapid technological advancement has increased the adoption of emerging technologies, such as artificial intelligence (AI), in various Human Resource Management (HRM) domains, which demonstrate agentic behaviour. A perspective of human-centered AI (HCAI) is needed to understand better the development of structures and protocols for learning and development (L&D) practices in organisations with human-centered design, which is poorly understood. Our study adopts a practice lens to examine human and technology agents’ embodying structures and routines in L&D functions within organisations. We adopt an exploratory qualitative approach and analyze 24 HR & L&D leaders’ interviews by deploying Gioia's methodology. We find that L&D practitioners currently use and plan to use AI in various applications, which change protocols and activities of human and technology agents. Based on our findings, we propose a conceptual framework for leveraging AI in L&D, operating with different structures, and encompassing various conjoined agencies.

Learning cultural profiles on collaborative learning: the case of Finnish multi-platform youth content

ABSTRACT By experimenting with new kinds of working arrangements, public broadcasters attempt to ensure their future audiences while facing heavy competition. This article considers the role of collaborative learning in audience retention by comparing the methods and views of audiovisual workers from differing media cultures and diverse generational age groups. Drawing on the theoretical-methodological frameworks of organisational learning and developmental work research, the study identifies four different learning cultural profiles. The ethnographic data is collected from a multi-platform youth campaign of the Finnish Broadcasting Company Yle. It included employees’ own reflections on their learning. According to the findings, Yle’s employees recognised most of the characteristics of innovative learning culture. Yle’s audiovisual specialists from the studio production team were keen to serve the audience, although they were left aside from the core social media team. Media employees with fixed-term contracts were in the most vulnerable position in collaborative learning. Especially the young beginners from the commercial production company had no means of questioning their subordinate status. The article suggests that in moving towards a more co-creational working culture, becoming acquainted with the audience should be a shared strategic objective for the whole collaborative media production team.

Encouraging Knowledge Sharing Through Social Media: A Systematic Analysis of Drivers and Influences

This study systematically investigates the dynamics of knowledge sharing on social media, focusing on identifying driving factors and their impacts. By employing a conventional literature review method and the PICOC structure, this research analyzed 73 studies from 2019 to 2024, revealing key insights into the role of social media in facilitating knowledge sharing. The findings categorize drivers into technological, social, motivational, knowledge-based, and organizational factors, each playing a significant role in enhancing or hindering knowledge sharing activities. The technological infrastructure and user-friendly interfaces, coupled with social dynamics, motivational incentives, the quality of knowledge, and organizational support, emerged as pivotal in propelling knowledge sharing. Conversely, challenges such as privacy concerns, information overload, and the threat of misinformation highlight the need for cautious optimization. This study contributes to the academic and practical understanding of knowledge sharing on social media, offering a foundation for future research and strategies to maximize its potential for innovation and organizational learning.

“Trial by fire”: exploring informal and social learning in an IT managed service provider

PurposeThe study aimed to examine learning among employees in a technology service partner organization.Design/methodology/approachSemi-structured interviews with nine information technology (IT) employees were conducted and analyzed using informal workplace learning (IWL) and social network theories (SNT) to underpin thematic coding for analysis.FindingsThree key aspects of learning in the managed service provider (MSP) were collaboration, employee relationships and mentorship.Practical implicationsCreating open, collaborative environments with minimal hierarchy can facilitate learning and knowledge development in organizations, especially fast-paced environments such as IT. Embedding formal structures while keeping them minimalist ensures that the approach to developing skills is sustainable and constant and minimizes the risk of inconsistency.Originality/valueThis paper adds to the literature on informal learning within technology service partner organizations and develops an understanding of how social and organizational dynamics facilitate knowledge-sharing and employee development. Integrating IWL and SNT offers a new perspective on learning in technology-driven collaborative environments.

The role of proactive knowledge sharing in organizational commitment towards employee performance: Evidence in East Java, Indonesia

This study examines the impact of transformational leadership, learning goal orientation, and organizational commitment on the willingness to engage in proactive knowledge sharing and lecturer performance at Private Universities (PTS) in the Besuki Raya area of East Java. The study sampled 373 lecturers using purposive sampling. Adopting a quantitative approach with Structural Equation Modeling (SEM) using AMOS 5.0, the study systematically examines the relationships among the variables. The research reveals that transformational leadership has a significant impact on lecturer performance but not on proactive knowledge sharing. Additionally, the study confirmed that organizational commitment and learning goal orientation positively influence proactive knowledge sharing, but the two do not directly influence lecturer performance. The Sobel test confirms that proactive knowledge sharing fully mediates the relationship between learning goal orientation and lecturer performance. Proactive knowledge sharing is pivotal in translating learning goals into performance gains. While transformational leadership directly boosts outcomes, organizational commitment and learning orientation require knowledge-sharing mechanisms to impact performance effectively. Institutions should foster knowledge-sharing cultures through collaborative platforms, training, and mentorship. Leaders must align transformational practices with knowledge-sharing incentives, while policies addressing lecturer retention and professional development can amplify commitment and learning orientation.

The Impact of Knowledge Sharing and Organizational Learning Capacity on Innovation Performance (Case Study of Wonosobo District Regional Library Staff)

The purpose of this studies is to take a look at how know-how sharing and organizational mastering abilties effect innovation overall performance. The cognizance of this studies is whether or not know-how sharing impacts the overall performance of Wonosobo Regency Arpusda employees, whether or not organizational mastering capabilities have an impact on the overall performance of Wonosobo Regency Arpusda employees, and whether or not know-how sharing and organizational mastering capabilities have an impact on the overall performance of Wonosobo Regency Arpusda employees. Data changed into amassed the use of a quantitative approach thru a questionnaire that changed into introduced to 38 Arpusda workforce members. Multiple linear regression evaluation changed into used to check the studies hypothesis. The outcomes of the studies display that know-how sharing has a high quality and sizeable impact at the innovation overall performance of Wonosobo Regency Arpusda employees. Organizational mastering abilties even have a high quality and sizeable impact at the innovation overall performance of Wonosobo Regency Arpusda employees.

Information technology as a driver of organizational change in SMEs: a study of key determinants

PurposeThis study aims to explain how information technology (IT)-enabled organizational change occurs at varying rates due to the specific characteristics of small and medium-sized enterprises (SMEs). The paper investigates the primary determinants of IT-enabled organizational change in these organizations.Design/methodology/approachBy integrating the resource-based view, organizational learning theory and the entrepreneurial digital ecosystem perspective, this research develops a comprehensive model for analyzing IT-enabled organizational change in SMEs. The conceptual model encompasses five key dimensions: entrepreneurship, technology, human capital, strategic governance and the digital ecosystem. Empirical data were collected from a representative survey of Spanish SMEs, and logistic regression analysis was applied to assess the impact of these factors on the likelihood of IT-enabled organizational change.FindingsThe findings reveal that SMEs led by older or less entrepreneurially driven owners and/or managers are less likely to engage in IT-enabled organizational change. In contrast, SMEs with high digital maturity, motivated and digitally skilled staff, formalized digital strategies and active external collaboration in digital projects are more proactive in implementing IT-enabled organizational changes. Additionally, SMEs that lack formally assigned digitalization roles or concentrate these responsibilities solely on the owner/manager tend to exhibit lower levels of IT adoption.Originality/valueThis research offers a novel perspective by combining theoretical frameworks with empirical data to examine IT-enabled organizational change specifically within SMEs. The study’s model provides actionable insights by identifying the organizational characteristics and external factors most essential for driving digital transformation in smaller firms, an area often overshadowed by research on larger organizations.

Development of a Boundary Object Assessment Framework Supporting Knowledge Integration in Product Realization

This study introduces a four-step boundary object assessment framework designed to support knowledge integration in product realization. The framework helps select the most suitable boundary object for various contexts, facilitating effective knowledge integration. Developed through transdisciplinary engineering research, including close collaboration between practitioners and researchers, the framework consolidates fragmented research, identifies key boundary object properties, and aligns them with situational complexity. It provides a structured approach to assessing and managing boundary objects, meeting four key criteria: stimulating collaboration, practical applicability, comprehensiveness, adaptability, and supporting organizational learning. The framework is practical and user-friendly, enabling managers to select and implement boundary objects that enhance teamwork and decision-making in complex product realization scenarios. This paper contributes to the literature on knowledge integration in product realization.

An examination of safety culture in patient safety incident reporting: a literature review through the spider framework

Patient safety incident reporting is central to service quality, serving as a crucial component in internal learning and improvement processes, renewal, policy revision, and updates to existing standard operating procedures (SOPs) and guidelines. Low reporting rates of safety incidents highlight the importance of investigating the factors contributing to underreporting. This study aims to analyze the influence of safety culture on patient safety incident reporting. The research design employed in this study is a literature review. The SPIDER framework was used to guide the literature review. Articles selected for the study adhered to inclusion criteria, specifically journal publications within a maximum timeframe of the past five years (2019–2024). A strong safety culture has been shown to improve patient safety incident reporting rates with the influence variable are open communication, cooperation between units, non-blaming responses, feedback on errors, organizational learning, supervisor/manager expectations and actions, and hospital management support. Patient safety culture significantly influences the reporting of patient safety incidents.