Learning Organization Questionnaire Research Articles

Does Theory Travel?

The Problem The dimensions of the learning organization (LO) culture have been accorded attention and have been assessed quantitatively in different contexts. Using a measurement instrument focusing on these dimensions is important. But qualitative scrutiny of the LO concept provides human resource practitioners a better understanding of the strengths and weaknesses of particular dimensions relevant in the Lebanese context. This can derive value added insights to the applicability of the LO. The Solution This article draws attention to the applicability of the LO concept in an international context. It explores the strengths and weaknesses of using the Dimensions of the Learning Organization Questionnaire (DLOQ) as a LO framework with special focus on particular dimensions most relevant in the Lebanese culture. The article provides suggestions for integrating LO best practices into local organizations, both at the individual and organizational levels. The Stakeholders Intended audience for this article includes human resource development (HRD) scholars, practitioners, and scholar-practitioners interested in the concept of the LO and in increasing the levels of learning climates in the workplace as a strategic leverage point within organizations.

Comparing Employees and Managers’ Perceptions of Organizational Learning, Health, and Work Performance

The Problem Disagreement between subordinates and their managers’ perceptions of organizational climate and support has been related to less efficient work performance and worse organizational outcomes. Possible consequences of disagreement between managers’ and subordinates’ ratings of organizational learning are currently not known. Little is also known about how the level of agreement between the two ratings relates to employees’ performance and well-being at work. The Solution The study was conducted in an industrial company in Sweden. First-line managers’ and their subordinates’ responses to the Dimensions of the Learning Organization Questionnaire (DLOQ) were evaluated along with employees’ ratings of their work performance and health. The Stakeholders Key stakeholders include leaders responsible for group- and organization-level learning activitities and employees’ well-being and work performance. In addition, representatives from human development departments will find this study to be of interest.

The Dimensions of the Learning Organization Questionnaire (the DLOQ)

The Problem No readily accessible source of information is available to answer questions posed by those who seek to use the DLOQ about its construction, utility, and reliability. The Solution This article traces the development of theoretical constructs that undergird the survey, outlines the steps of survey construction, and responds to frequently asked questions. The Stakeholders Human resource and organization development (HROD) scholars who would use the DLOQ in studies of organizational culture need accurate information about the instrument. HROD practitioners who plan to use the instrument also need information about its utility and reliability to share with stakeholders and to ensure that high quality data will inform their interventions.

A Meta-Analysis of the Dimensions of a Learning Organization Questionnaire

The Problem Organizations strive to develop their employees to a level that meets current and future needs at a time when those needs are great and resources scarce. Human resource developers are charged with finding solutions; yet many of the changes essential to doing this are in the culture, and, senior leaders have greater impact on the culture. Effective ways to alert senior individuals to the cultural imperatives are needed. Unfortunately, human resource and organization development (HROD) scholars have had few valid organizational measures with which to demonstrate the status of learning and the impact of learning on the organization. In 2003, we shared the Dimensions of a Learning Organization Questionnaire (DLOQ) in this journal. It behooves us to examine what has occurred using this instrument since that time. The Solution One approach is to build a self-sustaining learning architecture that is so embedded in the culture and even the work itself that it evolves and grows with the organization. A valid and reliable diagnostic enables HROD practitioners to assess where the learning culture is at the time of its administration, and signals organization members to critical changes needed to develop a more effective learning infrastructure. Armed with this information, they can make the business case and guide proposed interventions. Scholars can demonstrate key relationships between a learning culture and knowledge, financial, and mission performance. This article and others in this special issue examine what has been learned in the last decade using the DLOQ. The Stakeholders HROD developers and senior leaders are significant stakeholders for this information. In addition, HROD scholars who hope to document the nature of the learning culture in a variety of contexts and to demonstrate the importance of having a strong learning culture to valued organizational outcomes will find a resource in the DLOQ.

The Dimensions of a Learning Organization Questionnaire (DLOQ)

The Problem Forces influencing organizations in the past decade profile the central role of organizational learning in ensuring sustainability and competitive advantage. The Dimensions of the Learning Organization Questionnaire (DLOQ) was developed in the 1990s to assess organizational learning culture. The DLOQ has since been used for organizational research in many countries, languages, and settings. This volume addresses questions about what research using the DLOQ says about diagnosing and/or improving organizational learning culture in different cultures and settings. The Solution This preface article overviews the development of the DLOQ in response to organizational changes and previews what is measured through the DLOQ. A brief overview of each contributing article is provided. The Stakeholders Scholars and practitioners focused on organizational learning culture will be interested in how research using the DLOQ has been used across cultures to intervene in organizations over the past decade in relation to selected measures of organizational efficiency or effectiveness.

The study of learning high schools based on “Peter M. Senge” learning organization’s 5 disciplines

This study aimed to investigating the identifying of learning high schools based on “Peter M. Senge” learning organization’s five disciplines in view of high school teachers and managers in “Tabriz” city of Iran. The study method was quantitativedescriptive survey approach for studying among 115 high school teachers and administrators as sampled through systematic random sampling with using the “Marquardt” learning organization questionnaire for data collection. For analysis of data collected used some descriptive and inferential statistics techniques by using of SPSS software. The Results of findings showed that public high schools are low to owning five components of learning organization to become learning schools but only the two components consist of “personal mastery” and “system’s thinking” is applied. As a result this is not a strong indication for become learning school and since the school’s administrator performance and activities to creating positive organizational climate that encourages and support the teachers learning have positive effects on learning schools and thus teachers will be interested and motivated for collective and group learning.

The Effects of Scenario Planning on Participant Perceptions of Learning Organization Characteristics

AbstractScenario planning is often used by organizations to think about future uncertainties. However, what it does in terms of changing perceptions is difficult to assess and quantify. To address this need, this article builds on previous studies documenting the effectiveness of scenario planning. Specifically, this article contributes to the data on perceptions of learning organization characteristics. This study compiles quantitative data gathered from 133 individuals working in 10 United States companies who participated in scenario planning. The Dimensions of the Learning Organization Questionnaire (DLOQ) instrument was used in a pre‐ and post‐test research design and differences were analyzed using a t‐test. Results show a positive relationship between scenario planning and improved perceptions of learning organization characteristics for six of the seven dimensions of the DLOQ. Interpretation of the results suggests that scenario planning can change participants' views of their organizations' adaptive learning characteristics.

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

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

Adult Educators’ Perceptions of Their Organization Promoting Learning Practices and Culture

Many organizations, whether private or public, invest extensively in training and development. Such investment in training and development does not guarantee that the organization is perceived as a learning organization. This study examined law enforcement adult educators’ (training facilitators’) perceptions of their organization promoting learning practices and culture. The theoretical framework guiding this study is based on Watkins and Marsick’s framework of learning organization. A total of 29 adult educators were administered the Dimensions of Learning Organization Questionnaire. The results and data revealed that of the 21 items on the questionnaire, 16 (76.2%) means were lower than 3 and the highest mean was 3.41, which suggest the adult educators (instructors) within this training academy do not perceive the organization as one that promotes learning practices and learning culture. Furthermore, as it relates to rank, years of services, and gender, there was no significant difference in their perceptions.

Study the effect of emotional intelligence on organizational learning staff, Case study: Jihad Agriculture Organization of Isfahan

Article history: Received April 20, 2012 Accepted 21 July 2012 Available online July 22 2012 The purpose of this paper is to study the effect of on among employees who work for Jihad Agriculture organization of Isfahan. The statistical population includes 500 employees of the organization and a sample of 217 people are selected from these people using Morgan statistical tables for a period of 6 months of second half of 2011. Therefore, the research method is descriptivesurvey, the type of correlation. For data collection the Wesinger Emotional Intelligence Questionnaire and organizational learning questionnaire was used. Validity of the questionnaire was confirmed by a number of university professors. The reliability was obtained with Cronbach's alpha coefficient for the first questionnaire, 0.813 and for the second questionnaire, 0.786. By using Correlation coefficient and multiple Regressions by SPSS software the data were analyzed. Results in a significant level of 99% showed that emotional intelligence had a significant effect on organizational learning.

Dimensions of the learning organization in an Indian context

PurposeThe primary purpose of this paper is to examine the relationship between people‐level learning dimensions, structural level‐learning dimensions and performance outcomes. The paper proposes and tests the original classification of dimensions of learning organization as given by Watkins and Marsick.Design/methodology/approachThe Dimensions of the Learning Organization Questionnaire (DLOQ) by Watkins and Marsick was adopted to gauge the relationship between people‐level learning dimensions, structural‐level learning dimensions and performance outcomes. In a modified model, empowerment was tested as a structural level dimension in the Indian context, while in previous studies carried out by Yang and Yang et al., it was treated as a people‐level dimension. This study adopted the smaller form of DLOQ and data were collected from 292 executives working in different types of organizations: manufacturing, consultancy, KPO, BPO, financial services and others, representing mostly domestic private, public sector organizations and multinational companies operating in the Indian National Capital Region.FindingsThe study results revealed that the relationship between people‐level learning dimensions and performance outcomes is mediated by structural‐level learning dimensions in the Indian cultural context. Statistical analyses revealed that the DLOQ has reasonable reliability in the Indian context. The findings are explained in relation to relevant context.Originality/valueThe value added is that the relationship between people‐level learning dimensions and performance outcomes is mediated by structural‐level learning dimensions in the Indian cultural context. This study confirms the validity of applying the DLOQ as determinants of a learning organization in the Indian context.

Are Academic Departments Perceived as Learning Organizations?

Higher education institutions need to be able to adapt to changes, which requires flexibility and learning. Researchers have questioned whether higher education institutions are learning organizations, a concept of which university faculty have been traditionally skeptical. This article describes a study of faculty perceptions about their departments as learning organizations and departmental culture. The Dimensions of the Learning Organization Questionnaire was adapted for faculty member use and administered via an online survey tool. Participants were 59 faculty of 663 contacted from public and private colleges and universities in Washington and Idaho. Results revealed men reporting more opportunity for individual and continuous learning than women, and faculty members at 4-year private institutions reported a more positive learning culture and more empowerment than faculty at the other types of institutions. Results are discussed and future research is proposed.

Academic staff's perceptions of characteristics of learning organization in a higher learning institution

PurposeThe main objective of this study was to examine academic staff's perceptions of the characteristics of a learning organization within higher education: in this instance, the International Islamic University Malaysia (IIUM). The study also examined the relationship between the characteristics of a learning organization and satisfaction with performance in teaching and research activities.Design/methodology/approachA survey method was used in a sample of 400 academicians with a return rate of 214 (53.5 per cent). Watkins and Marsick's and Marsick and Watkins's learning organization questionnaire was used to measure the characteristics of the learning organization and to collect data for the study.FindingsThe main results showed that the academic staff indicated moderate levels of the characteristics of a learning organization and satisfaction with performance. The results also showed that there were positive and significant relationships between dimensions of the learning organization and satisfaction with performance activities in teaching and research. Furthermore, dimensions of the learning organization accounted for small but significant variance of satisfaction with both teaching and research performance activities.Originality/valueThis study contributes empirical findings on learning organization in a higher learning institution, a research area in which there is a scarcity of empirical studies.

The Relationship Among Organizational Climate, Organizational Learning and Teachers’ Self Efficacy

This study aims to investigate the relationship between organizational climate and organizational learning and teachers’ self efficacy. The statistical population of this study includes 117 teachers at Salam girls’ school, among them 89 teachers were selected using Krejcie and Morgan table and simple random sampling. The instrument used in this study is the Organizational Climate Description Questionnaire (OCDQ) designed by Haplin and Croft (1982), Sherer self efficacy questionnaire (1984) and Pilar Jerez-Gomez organizational learning questionnaire (2002). Findings reveal that there is a meaningful correlation between organizational learning and self efficacy. On the other hand, the correlation between organizational climate and self efficacy indicates that there is no relationship between these two variables. However, organizational climate can indirectly affect teachers’ self efficacy through influencing organizational learning, while organizational learning itself directly affects teachers’ self efficacy. The obtained results show that there is no relationship between demographic variables (age, education and employment record) and teachers’ self efficacy.

The Dimensions of Learning Organization Questionnaire (DLOQ)

PurposeThe purpose of this research is to assess the validity and reliability of the measurement scores related to the learning organization culture, the Dimensions of Learning Organization Questionnaire (DLOQ), in an Iranian context. This research can contribute to the growing literature of learning in organizations.Design/ methodology/approachThe data were collected through distributing questionnaires to 54 service firms and manufacturing companies in ten major cities of Iran during the third quarter of 2010. Rigorous translation procedures, including both forward and backward processes, have been used to guarantee the relevance of this instrumentation in different cultural contexts. Confirmatory factor analysis, simple item‐internal consistency estimates, and item inter‐correlation analysis were performed to test the validity of DLOQ.Research limitations/implicationsThere are five positional limitations. First, this study relies on self‐report and different perceptions of questions can bring about percept‐percept bias. Second, the nature of this research is cross‐sectional which may cause causality among variables. Third, the various organizational levels in the questionnaire can render some misinterpretations while answering the questions. Furthermore, the length of the original questionnaire (43 questions) could cause lack of concentration and boredom, which in turn, can impact the results. Last, two constructs related to performance (knowledge and financial performance) in the questionnaire were omitted.Originality/valueThis study confirms, according to some statistical results, that the Iranian version of DLOQ has produced reliable measurement scores with the construct validity sufficient to measure the learning organization culture in the Iranian context.

Is learning orientation in manufacturing and service firms different in India?

PurposeThe purpose of this study is to assess employees' perceptions of their organizations' orientation towards learning in manufacturing and service firms.Design/methodology/approachThe Dimensions of the Learning Organization Questionnaire (DLOQ) developed by Marsick and Watkins, was administered to 235 executives working in the National Capital Region (NCR) in India. Regression analysis with the help of Eviews 5 was utilized to investigate the difference between the dimensions of DLOQ in both the sectors.FindingsResults suggest a significant impact of structural level dimension on a firm's financial and knowledge performance. Furthermore, no difference was observed between manufacturing and service sectors in context of a learning organization (LO).Research limitations/implicationsData were collected only from organizations operating in India's National Capital Region.Originality/valueThis research fulfills the literature gap in the domain of LO. It applies the LO approach and the DLOQ tool to examine the learning orientation of both manufacturing and service organizations in the NCR which has not been done so far in the literature. The results indicated greater impact of the structural level dimension as compared to the people level dimension irrespective of the sector in India.

Looking at Extension as a Learning Organization

This article shares an understanding of how Extension at a major university serves as a Learning Organization and its capacity to address change. The study examined how to assess the capacity of staff members to promote organizational learning. The researcher administered a 43-item survey instrument, the Dimension of the Learning Organization Questionnaire (DLOQ), designed by Watkins and Marsick (1997) to Extension employees. As a strategic planning tool, the survey identifies organizational learning strengths and challenges at the individual, team, and organizational levels.

The learning organization: variations at different organizational levels

PurposeThe purpose of this paper is to examine the perceptions of managers, supervisors, and employees from different organizations relevant to the seven dimensions of a learning organization (LO), and the two dimensions of knowledge and financial performance.Design/methodology/approachThe perceptions of 143 organizational members from different levels of four organizations were measured and compared using the Dimensions of a Learning Organization Questionnaire (DLOQ).FindingsANOVA results indicated significant effects for level and organization for the LO dimensions and the two performance dimensions. The results indicated significant differences across levels for two of the learning dimensions (empowerment and system connections), and across organizations for six of the learning dimensions including all except continuous learning. The results for the performance dimensions showed managers higher than supervisors and employees on financial performance, and managers higher than employees on knowledge performance. The results also showed variations in the performance dimensions across organizations.Research limitations/implicationsThe results indicated variations across levels and across organizations that may hinder progress toward a learning organization and performance improvements. Practical implications include the need for more communication and participation across all levels of the organization, improved access to and sharing of information at lower levels, and empowering employees to use information for decision making.Originality/valueThe paper addresses the paucity of research on the perceptions of disparate groups relevant to the learning organization and organizational performance. It identifies an important area of research by identifying a potential road‐block for organizations attempting to adopt a learning organization culture.

A Knowledge Management Strategy for the Department of Foreign Affairs

The aim of this dissertation is to examine how knowledge is managed in the Irish Department of Foreign Affairs, consider possible outcomes from the Information and Knowledge Management Strategy exercise currently being undertaken by the Department in the Research section, as well as lessons learned from the literature review. A series of hypotheses have been developed in the Research section and these are cross-referenced in the Conclusions section. The findings of a Learning Organisation Questionnaire are also considered. Conclusions include recommendations for an embedded knowledge management strategy for the Department.

The learning organization: tracking progress in a developing country

Purpose – The purpose of this paper is to survey the various measurement instruments of the learning organization on offer, leading to the adoption of a tool that was considered most suitable for gauging progress towards the learning organization in two sectors of the Lebanese economy, namely banking and information technology (IT).Design/methodology/approach – The paper capitalized on a literature review to identify the various measurement instruments on offer in the context of learning organizations. The Dimensions of the Learning Organization Questionnaire (DLOQ) by Watkins and Marsick was adopted in light of the review to gauge the progress towards learning organizations in two progressive sectors of the Lebanese economy, namely banking and IT. The questionnaire was administered to a sample of six organizations from each sector, respectively, drawing on responses from a total sample of 227 employees and managers to benchmark progress towards the learning organization in a developing country context.Fi...