Organizational Learning Practices Research Articles

HR innovation through inter-organizational HR collaboration

PurposeStudies of inter-organizational relationships have traditionally overlooked the human resource management (HRM) field, with most research focusing on collaborations in the technical domain. This study endeavors to explore the impact of organizational human resources (HR) collaborations on HR innovativeness, drawing on theories about organizational learning capabilities to explain this connection. By analyzing the synergies arising from inter-organizational HR collaborations, this study aims to seek to shed light on the potential for HRM to contribute to organizational performance and foster innovation.Design/methodology/approachThe study is based on a quantitative survey conducted among 326 Dutch companies. The survey aims to find out whether these companies collaborate with other organizations on HR-related issues, the extent to which they renew their HRM function, and whether they apply organizational learning practices. The data collected for the survey are analyzed using Hayes PROCESS macro to investigate mediation effects.FindingsAs per the study, HR collaboration results in innovation. The research suggests that collaborating with HR across different organizations significantly contributes to HR innovation. This relationship can be explained by the inter-organizational learning practices that organizations adopt. Therefore, when organizations collaborate with each other, they learn from each other, which enhances their learning capabilities and ultimately leads to HR innovation.Originality/valueThis study delves into the extent to which organizations collaborate on HR-related issues, which is a relatively new field. Moreover, it contributes to the research on the connection between inter-organizational relationships and innovation by showing how much of it is explained by organizational learning.

The Relationship Between Organizational Learning and Innovation: A Case Study of Learning Organizations

This article examines how organisational learning and innovation interact. Innovation, which boosts productivity and competitiveness, requires workplace learning. This study examines the interactions of these two main variables holistically. 300 employees from 100 enterprises and 100 stakeholders with close relationships to these organisations are polled, interviewed, and their corporate records evaluated in a mixed-methods study. We assess how well these companies’ organisational learning practices foster innovation. This study’s findings on organisational learning and creativity illuminate various aspects, including knowledge generation, sharing, application, and reflection. The study also examines organisational barriers to innovation and learning. This study analyses employee and stakeholder perspectives to better understand organisational learning and innovation. These findings affect the development of learning, innovation, and corporate performance approaches. This study helps companies capitalise on the synergy between organisational learning and innovation to grow and compete.

Level of Learning Organization Practices in Two Primary Schools in the Central Melaka District, Melaka

This preliminary study was conducted to see the level of learning organization (LO) practice in two primary schools in the district of Melaka Tengah, Melaka. Both schools were selected based on Ujian Pencapaian Sekolah Rendah (UPSR) 2019 School Average Grade (GPS). The questionnaire instrument used in this study was modified from the Learning Organization Practices Profile (LOPP) instrument developed by O'Brien, 1994 and conducted on 60 respondents from two different schools. The overall questionnaire reliability analysis gave a Cronbach’s alpha scale of 0.78. Study data were analyzed using Statistical Package for Social Science (SPSS) For Windows 25 program with descriptive analysis. The findings of this study show that the most dominant LO practice is the system and structure aspects of work, followed by staff development and performance and the lowest is the leadership aspect. The results of the overall study show that the level of LO practice in the schools studied is still at a weak level.

Learning Organization Practices in Latvian Schools: Perspectives from School Staff, Students, and Parents

The aim of this study is to analyze the current practice of implementing an approach to the school as a learning organzsation (SLO) in general and vocational education in Latvia. The OECD integrated SLO model was used to find out whether there were differences between the opinions of school staff, students, and parents on the current practice of implementing the SLO approach in schools. A concurrent triangulation design was implemented, in which qualitative (school staff, n = 38) and quantitative (students, n = 990; parents, n = 620) data were collected concurrently, followed by a separate data analysis, after which the results of the studies were merged and triangulated. One of the key prerequisites for a school to become a learning organization is leadership, which is implemented on a daily basis by the school principal or an extended school management team. The results of the study indicate that, based on the analysis of students’ and parents’ opinions, learning leadership is one of the weakest dimensions of the SLO. The study also concludes that students’ and parents’ views on learning with and from the external environment and the wider system in their educational institution are not so positive, and that there is a need to raise the awareness of the school staff of the importance of collaboration in the current implementation practice of the SLO approach. It is necessary to ensure that purposeful cooperation and joint action are implemented at the school level to achieve the common goals of the school.

TALENT ATTRACTION, TALENT RETENTION, AND TALENT MANAGEMENT AS A MEDIATING ON ORGANIZATION PERFORMANCE

Abstract- An effective human resource management system is related to people, policies, and systems that affect the workforce. An organization consists of labor, money, materials, and machines. When an organization prepares to compete globally, it must have skilled workers that strengthen their intelligence to develop the market and apply the best organizational learning practices. Human resource quantity and quality are directly proportional to organizational performance and productivity. One of the most difficult challenges in management is developing and retaining a workforce that contributes to organizational performance. This study investigates the impact of human resource management on talent attraction, talent management, and talent management on organizational performance in large-scale and coal maining companies. This study uses SPSS 2.6 version to analyze 119 respondents. Results of this study are talent attraction significantly impacts talent management, talent retention significantly influence talent management. Talent attraction significantly affects organizational performance, talent retention did not influence employee performance. Talent management has a significant influence on employee performance. Talent attraction has a significant impact on organizational performance mediated by talent management and talent management variable as a mediating variable helps talent retention by providing an indirect effect on organizational performance.. The limitations of this study are cross-sectional empirical studies and the variables in this study are measured based on the responses of top and middle management staff only. The research findings suggest that further research should examine other fields related to human resources, especially focusing on the influence of talent retention on organizational performance and talent attraction on organizational performance through talent management as a mediating variable with different dimensions and elements.
 Keywords: Mining Industry; Talent Attraction; Talent Retention; Talent Management; Organizational Performance

Understanding organizational learning in a healthcare organization during sudden and disruptive change

PurposeComplex and sudden change that healthcare organizations often have to respond to, such as during the recent pandemic, can create major disruptions and a prolonged state of alert. Although the impact of such crises can be predominantly negative, rapid adjustments during this time can also yield positive change that can support organizational response to crisis, if managed well. Using insights from organizational learning and organizational change theory, the aim of this study was to understand organizational learning during sudden change. Specifically, the authors aimed to understand the experiences and types of gains and losses in the processes of complex and disruptive change in one large healthcare organization in the UK.Design/methodology/approachFocus group data were used from 23 focus group discussions with 575 participants representing all functions and departments in one Healthcare Trust.FindingsThe participants revealed the rich gains, losses, and lessons experienced in response to sudden change that can promote organizational learning. Perceived losses are more likely to drive a desire to refreeze “back to normal” and perceived gains more likely to lead to an emphasis on embedding gains and changing to better. Therefore, on balance, the substantial, in number and variety, gains and learnings point to a learning organization. This is an essential attribute for responding to disruptive change successfully and facilitating organizational recovery in a post-pandemic world.Practical implicationsThe findings highlight the importance of timely harnessing of the organizational learning emerging from crises and how this can inform a more resilient organization, as well as supporting sustainable organizational cross-learning.Originality/valueBy extending these insights on workers’ adaptation to sudden change, the findings can help to advance the science and practice of organizational learning and support organizational recovery, especially as they describe the new status in UK healthcare organizations.

Innovation and organizational learning practices in tourism and hospitality sector: a gender-based perspective

PurposeIn today’s digital age, technology is advancing at an unprecedented pace, and businesses that fail to keep up risk falling behind their competitors. This requires not only investing in technological resources but also creating a culture that values and encourages women in technological learning and innovation in the tourism and hospitality sector. This study aims to investigate the consequences of organizational learning on firm innovation directly and indirectly with cultural and technological perspectives.Design/methodology/approachThe study carries out a quantitative approach, and data is collected from 398 women entrepreneurs from Thailand’s tourism and hospitality sectors. The statistical software Smart-PLS was used to analyze the data.FindingsThe findings revealed that organizational learning (the learning orientation and learning process) significantly influence firm innovation and organizational culture. Organizational culture also significantly mediates learning orientation, learning process and firm innovation, while learning leadership was found to be insignificant in relationship with organizational culture and firm innovation. However, technological knowledge has a significant moderating influence between organizational culture and firm innovation.Originality/valueThis study’s focus on the role of learning practices among women-owned small medium enterprises is a valuable contribution to the literature on innovation and entrepreneurship. These provided dimensions that can be helpful for women entrepreneurs to enhance firm innovation. The study shed light on the importance of diverse kinds of learning practices that change the patterns of innovation. This study also provides directions to practitioners to develop and implement business innovation strategies from women’s perspectives.

Strategic alignment dimensions and structured practices of learning organizations: A case study of Wasit university

Learning organizations promote education by capitalizing on their 'strategic alignment'. However, an organizational strategy is a critical problem since it influences organizational efficiency and performance. This study aims to evaluate the strategic alignment dimensions' impact on the organization's learning practices. This research is quantitative, descriptive and explanatory. The confirmatory factor analysis (CFA) method was used to assess the research variables. The case under study is the Wasit University faculty giving access to a sample of 450 participants. A questionnaire was used to collect the data. Collected data were analyzed using SPSS V.25 and Amos.V.23 statistical programs. Research hypotheses were accepted and confirmed the statistical significance (p < 5%) of the influence of the strategic alignment dimensions which include telecommunication, organizational value, governance, partnership and workforce skills on the learning organization practices at Wasit University. The constructs retained in the strategic alignment dimensions of organizational learning indicated the availability of telecommunication, organizational value, governance, partnership and faculty skills. Universities should increase their interest in and investment in the mechanisms of organizational learning to facilitate the process of obtaining knowledge. It is essential to involve instructors and consider their views and capabilities when making strategic decisions.

Investigating the relationship between knowledge management practices and organizational learning practices in the universities’ environment

<span lang="EN-US">The concept of knowledge management (KM) and organizational learning (OL) has been embraced by organizations to complement each other. Higher education institutions have embraced KM and OL as a means to improve organizational efficiency. This research explores the link between KM and OL. The target population included all the 432 academicians and administrators from 35 public universities in Iraq. The sampling was selected using a stratified random sampling technique. The correlation among the components of KM and OL was tested as well as the effect of KM components on OL. The findings were derived using smart partial least square. The findings showed that there is significant correlation between components of KM and components of OL. The regression analysis showed also that the effect of KM and its components; knowledge creation, knowledge sharing, knowledge storage, knowledge application and knowledge acquisition on OL are significant. These findings provide insights to universities management on strategies to implement KM practices that can align with OL practices to assure dynamic lifelong mechanisms for the basic daily activities such as teaching, learning, researching, and supervision.</span>

The Organisation’s Size-Innovation Performance Relationship: The Role of Human Resource Development Mechanisms

Design: The paper relies on a quantitative analysis of 707 Dutch companies. Purpose: Prior research focussed on the positive relationship between organisation’s size and its innovation performance. This study investigates the role of human resource development mechanisms, in particular organisational learning and renewal of human resource management practices in this relationship. Findings: The analysis of survey data revealed that, taking into account several background variables, smaller organisations have lower innovation performance than larger ones. The differences between organisations disappear after organisational learning practices and renewal of human resource management are taken into account. These two human resource development mechanisms are, in turn, positively related to innovation performance. Originality: Prior research focussed on the direct relationship between organisations’ size and innovation performance. This paper examines this relationship more closely by focussing on intermediating mechanisms.

Organizational Support, Communication Skills, and Job Satisfaction in the Learning Organizations

The purpose of this research was to determine the mediation effect of the organizational support provided to the administrators and teachers and their communication skills to their job satisfaction in the schools that are learning organizations at the same time. The participants of the research were composed of the school administrators and teachers and joined voluntarily to the research. In the research, the purposeful sampling method has been used. The research groups were composed of 300 administrators and teachers. This research is a study in the relational screening (survey) model. The research is both descriptive and explanatory in terms of its purpose because in the theoretical framework learning organizations, communication skills, organizational support, and job satisfaction have been addressed in all their parts and tried to be defined concerning all the various perspectives and approaches. In the research, the data were collected with a scale. According to the results of the research, it was not found statistically meaningful that the learning organization practices had a relationship/regression on the job satisfaction perceptions, and the organizational support provided to the administrators and teachers and their communication skills did not mediate to the job satisfaction in the educational organizations. Keywords: learning organizations, communication skills, organizational support, and job satisfaction

The Organizational Learning Role in Construction Organizations Resilience during the COVID-19 Pandemic

The speed of the COVID-19 outbreak forced decision-makers to implement emergency plans to mitigate the impact of the pandemic on their business. This research is conducted to study the role of organizational learning (OL) practices in construction organizations’ resilience during the COVID-19 pandemic. The strengths, weaknesses, opportunities, and threats (SWOT) analysis was implemented together with the results of semi-structured interviews that were conducted immediately before the pandemic to learn how OL would help construction organizations survive during crises similar to the pandemic and create potential opportunities after the crisis that could contribute to ensure long-term sustainability. The results show that OL practices can assist construction organizations in surviving the threats of the pandemic and creating opportunities. The defined opportunities were distributed on three interrelated dimensions: management awareness, investing in information, communication technology (ICT), and standardized business practices. The results of the SWOT analysis revealed the inevitable need for OL-based business cultures. Therefore, it is essential for construction organizations to focus on implementing OL practices that would best assist them in being robust and resilient during crises and ensure their sustainable status in the long term.

The Nexus of Learning Organization Practices and Subjective Performance of Employees: A Moderating Role of Employees’ Engagement in the Energy Sector of Pakistan

This research aims to investigate the moderating effect of employee engagement on the association between learning organization practices and employees' subjective performance in Pakistan's energy sector. Seven elements of Learning organization practices and employee perceptions of their success in developing financial markets are the focus of this research. We have selected a sample of 550 professionals through questionnaires. The snowball sampling technique was used to reach the maximum number of employees, because it assumed that the creativity of an economy depends upon the innovativeness of an organization’s employees. Out of 550, we received only 330 useable questionnaires for data analysis with a response rate of 78% in person and online resources. There are also utilized Pearson correlation and direct regression analysis to measure the relationship among variables. The impact of learning organizations on the subjective performance of employees is found positive and highly significant in the energy sector of Pakistan. Likewise, the moderating role of employees’ engagement is also noted as remarkable in the above relationship. The study recommends that all seven dimensions of learning organization practices should be considered by the management of financial firms to enhance the subjective performance of the employees in the energy sector of Pakistan. Employees’ engagement can accelerate the development of the energy sector. The above-mentioned aspect of financial firms and institutions of the developed countries, whereas the developing countries are relatively less explored on the topic. It is worthwhile to explore this relationship for the energy sector of Pakistan.

“Dealing With it.” Creating External Fit in HRM Through Learning and Collaborating

Aim – The aim of the article was to begin with it explicitly adopts a best fit approach to external fit in HRM, by examining HRM innovation as the de-pendent variable. Then the article theorizes how HRM innovation relates to external developments that organizations experience. And finally, a theoret-ical framework is developed to understand how organizations to adapt to these developments. Methodology - The present study relies on a quantitative method and a deductive approach. Cross-sectional data were collected including several cases at one point in time. The responses from these cases provide the information for testing the hypotheses that state relationships among spe-cific variables. To investigate whether it was possible to reduce information and to create reliable measure of multiple items, a scale analyses were per-formed. Findings - The main findings of this study are twofold. First, the more de-velopments organizations face, the more innovate they are with regard to how they manage their human resources. Secondly, these innovations take place because organizations have organizational learning practices and co-operate more often on HR related issues with other organizations. Practical implications - Findings are basically in line with alignment ap-proaches, while adding more detail to the underlying mechanisms through which alignment is achieved according to the dynamic capabilities approach and the relational view. According to these approaches, organizations seek internal and external fit and those possessing dynamic capabilities and ex-ternal ties are better in achieving such fit. Since facing several trends means that misfits occur between the environment and the organization, organiza-tions respond by innovating their HRM through learning and collaborating. Originality/Value - This study tests the hypotheses that organizations achieve external fit via (1) the development of organizational learning prac-tices; and (2) by collaboration with other organizations. Quantitative data gathered with a survey among 711 private organizations from the Nether-lands are used to test these hypotheses.

The validity and reliability of an instrument to evaluate the practices of learning organization

<span lang="EN-US">The future of students learning, and excellence of schools absolutely depend on the competence, skills, and expertise of its teachers. This study aimed to report on the validity and reliability of the practices of the learning organization instrument. The dimension of the learning organization questionnaire (DLOQ) instrument was used for the validity and reliability practices of learning organization among teachers. A total of 50 teachers who were selected at random from four indigenous primary schools located in Negeri Sembilan, Malaysia were the respondents in this survey study. The results showed: i) The item-content validity index (I-CVI) value achieved was between 0.67 to 1.00; ii) The scale-content validity index (S-CVI) value between 0.95 to 1.00; and iii) The modified kappa statistic between 0.57 to 1.00, proved that the DLOQ instrument adapted in this study had a high content validity. Hence, Cronbach’s Alpha values, Cronbach’s alpha if item deleted, inter-item correlation and corrected item-total correlation also explained that this instrument had high reliability. Therefore, the DLOQ instrument was reliable to measure characteristics of learning organization practices in the context of indigenous primary schools, Malaysia. In line with this, the practices of learning organization among teachers in schools especially primary schools need to be fully applied and implemented to produce more broadly skilled teachers, competent, have a high quality of teaching, able to produce students with high marketability, maintaining the sustainability of schools and educational institutions.</span>

The contribution of organizational learning and green human resource management practices to the circular economy: a relational analysis – evidence from manufacturing SMEs (part II)

PurposeCircular economy has emerged as one of the most important approaches to addressing environmental challenges. Organizations have begun to act on their abilities to enhance their sustainability management to enable a circular economy. The role of organizational learning and green human resource management in the transition to a more circular economy remains unknown. The purpose of this study is to identify and analyze the inter-relationship between the factors of organizational learning and green human resource management, and it aims to rank the identified factors of manufacturing small and medium businesses (SMEs) based on their driving and dependency power and to detect the most substantial factors.Design/methodology/approachThis study identified 11 organizational learning and green human resource management (GHRM) factors after conducting a thorough literature analysis and consulting with experts. To investigate the interaction of the indicated factors and to build their structural hierarchy, this study used the total interpretive structural modeling method. Further, Matriced Impact Croises Multiplication Applique (MICMAC) analysis was used to establish each factor’s driving and dependent power.FindingsThis study discovered that factors “Green separation” and “Organizational learning culture” were found to be significant; “Green performance management” and “Green health and safety management” were observed to be extremely reliant on the remaining GHRM factors.Research limitations/implicationsThe recommended framework has been established in the Indian background and is restricted to manufacturing SMEs. Still, the same framework can be applied to other sectors by slightly modifying it. Also, the analysis is based on the experts’ view and this may be biased. The findings of this study will help human resources managers and SME owner-managers clarify the most and least significant factors of organizational learning and GHRM and their relationships, leading to increased awareness of organizational learning and GHRM practices for enlightened environmental performance.Practical implicationsThe proposed framework might facilitate decision-makers and practitioners to comprehend the relations between organizational learning and GHRM factors. This will support SME owner-managers in understanding the influence of one factor on another factor in manufacturing SMEs.Originality/valueUntil now, the protruding interest of researchers has been focused mostly on large manufacturing enterprises. However, manufacturing SMEs, which are much smaller when compared to large manufacturing companies, significantly contribute to the economy as well as environmental pollution. Thus, this study provides a vital contribution to the current literature by determining the suitable relationship between the organizational learning and GHRM components, as no previous studies focused on exploring the same using the total interpretive structural modeling approach in the Indian manufacturing SMEs environment.

Organizational learning as the best business practice for adaptation in times of great changes: a viewpoint

PurposeThis article summarizes survey findings from a recent study that examined how Hungarian companies of different sizes from different business fields responded to the unexpected, disruptive changes caused by the pandemic, and whether they used organizational learning to design a more adaptive and resilience enhancing business model.MethodologyThe survey was conducted via questionnaires and sent out to a selected group of business leaders of larger enterprises in receipt of state financial support. The survey focused on finding out whether using the fund was accompanied by internal learning. Interviews were also held with small businesses from a randomly selected sample to evaluate the difference in business behavior in companies of different sizes.FindingsThe first observation was that it is the value system, personal goals and level of future orientation of the top leaders, rather than the size or field of activity of the business, that determines whether organizational learning is a general practice. Second, smaller businesses may be unable to define “organization learning,” but they are more agile and forward looking. Third, in the sample of larger businesses it was more typical to find top-down decision-making and less interest in creating a learning culture.OriginalityThis survey covered different sized businesses, using both questionnaire and interview-based information gathering, about the impacts of the pandemic on organizational learning practices. It offers original observations that may be interesting for researchers of the field, and also for practitioners in any country.

The contribution of organizational learning and green human resource management practices to the circular economy: a relational analysis – Part I

PurposeThe goal of this research is to create a conceptual model that identifies the relationship between organizational learning and green human resource management practices and its contribution to the circular economy. The focus of this research is to identify the organizational learning and green human resource factors that lead to a more circular economic transformation.Design/methodology/approachThe importance of the interaction of factors benefiting both individuals and organizations has been comprehensively explained by combining two well-known theories: resource-based view theory and organizational learning theory. As learning entails change, a climate of organizational learning combined with green human resource practices will efficiently help firms transition to a circular economy. The authors establish a conceptual model in this study, which they then apply to the small- and medium-sized manufacturing industry and report on in the second paper.FindingsThis study concentrates on the factors of organizational learning and green human resource management practices that help to create a circular economy after conducting a thorough literature analysis and consulting with experts.Research limitations/implicationsThe conceptual model can be applied to organizations in any industry. In the second part, the authors would investigate the interaction of the indicated factors and build their structural hierarchy using the total interpretive structural modelling method for the small- and medium-sized industries and then present the findings.Practical implicationsThe proposed framework might facilitate decision-makers, practitioners and academicians to comprehend the relationship between organizational learning and green human resource management factors and their influence on organizations’ transition into a circular economy. The study’s findings will help HR managers clarify the significant organizational learning and green human resource management factors that play a vital role in transitioning organizations into a circular economy.Originality/valueThis research adds to our understanding of the intricate interactions between organizational learning and green human resource management as they relate to the circular economy. To the best of the authors’ knowledge, the conceptual model illustrating the inter-relationship between organizational learning and green human resource management is the first of its type, and it is a novel notion because no previous research has looked into it.

Organisational learning and sustainability of service-based firms: a canonical correlation analysis

Organizations commit to internal practices such as organizational learning (OL) to achieve competitive advantage. Due to the frail knowledge processes in service-based organizations and the dearth of empirical research specifying the role of OL in institutional sustainability (IS), this study examined OL and IS settings in quantity surveying consultancy (QSC) firms and investigated the latent association between OL and IS. Data from a questionnaire survey of 226 registered quantity surveyors in QSC firms in Nigeria were analyzed using multivariate approaches. The findings show that the effective models of OL in QSCs are information technology-enabled practice, literature guidance, mentoring and competitive benchmarking. Practice internalization, promoting career/welfare advancement, expanding services and having rational commissions are likewise, priority indicators of IS in QSC. A cluster of OL practices was strongly correlated positively with IS, IS performance also altered directly with OL, while variations in OL are projected to govern IS. Planned OL practices, therefore, fortify the firms’ capability to internationalized practice, expand services and secure a rational commission as the hallmarks of business continuity in the professional service-based sector. Sustainable QSCs must embed and maintain a structured learning framework for continuous improvement of human capital to be able to innovate towards IS.

The effect of big data in transforming to learning organization a single-case study in IT sector

PurposeThe purpose of this paper is to examine the contribution of big data in the transforming process of an IT firm to a learning organization.Design/methodology/approachThe authors adopted a qualitative research approach to define and interpret the ideas and experiences of the IT firms’ employees and to present them to the readers directly. For this purpose, they followed a single-case study design. They researched on a small and medium enterprise operating in the IT sector in Düzce province, Turkey. This paper used a semi-structured interview and document analysis as data collecting methods. In all, eight interviews were conducted with employees. Brochures and website of the organization were used as data sources for the document analysis.FindingsAs a result of in-depth interviews and document analysis, the authors formed five main themes that describe perception of big data and learning organization concepts, methods and practices adopted in transforming process, usage areas of big data in organization and how the sample organization uses big data as a learning organization. The findings of this paper show that the sample organization is a learning IT firm that has used big data in transforming to learning organization and in maintaining the learning culture.Research limitations/implicationsThe findings contribute to literature as it is one of the first studies that examine the influence of big data on the transformation process of an IT firm to a learning organization. The findings reveal that IT firms benefit from the solutions of big data while learning. However, as the design of the research is single-case study, the findings may be specific to the sample organization. Future studies are required that examine the subject in different samples and by different research designs.Originality/valueIn literature, research on how IT firms’ managers and employees use big data in organizational learning process is limited. The authors expect that this paper will shed light on future research that examines the effect of big data on the learning process of the organization.