Organizational Learning Systems Research Articles

Learning theories for artificial intelligence promoting learning processes

AbstractThis paper discusses a three‐level model that synthesizes and unifies existing learning theories to model the roles of artificial intelligence (AI) in promoting learning processes. The model, drawn from developmental psychology, computational biology, instructional design, cognitive science, complexity and sociocultural theory, includes a causal learning mechanism that explains how learning occurs and works across micro, meso and macro levels. The model also explains how information gained through learning is aggregated, or brought together, as well as dissipated, or released and used within and across the levels. Fourteen roles for AI in education are proposed, aligned with the model's features: four roles at the individual or micro level, four roles at the meso level of teams and knowledge communities and six roles at the macro level of cultural historical activity. Implications for research and practice, evaluation criteria and a discussion of limitations are included. Armed with the proposed model, AI developers can focus their work with learning designers, researchers and practitioners to leverage the proposed roles to improve individual learning, team performance and building knowledge communities.Practitioner notesWhat is already known about this topicNumerous learning theories exist with significant cross‐over of concepts, duplication and redundancy in terms and structure that offer partial explanations of learning.Frameworks concerning learning have been offered from several disciplines such as psychology, biology and computer science but have rarely been integrated or unified.Rethinking learning theory for the age of artificial intelligence (AI) is needed to incorporate computational resources and capabilities into both theory and educational practices.What this paper addsA three‐level theory (ie, micro, meso and macro) of learning that synthesizes and unifies existing theories is proposed to enhance computational modelling and further develop the roles of AI in education.A causal model of learning is defined, drawing from developmental psychology, computational biology, instructional design, cognitive science and sociocultural theory, which explains how learning occurs and works across the levels.The model explains how information gained through learning is aggregated, or brought together, as well as dissipated, or released and used within and across the levels.Fourteen roles for AI in education are aligned with the model's features: four roles at the individual or micro level, four roles at the meso level of teams and knowledge communities and six roles at the macro level of cultural historical activity.Implications for practice and policyResearchers may benefit from referring to the new theory to situate their work as part of a larger context of the evolution and complexity of individual and organizational learning and learning systems.Mechanisms newly discovered and explained by future researchers may be better understood as contributions to a common framework unifying the scientific understanding of learning theory.

Pengaruh Orientasi Digital dan Pembelajaran Organisasi Terhadap Inovasi Digital di Lembaga Pelayanan Publik

The reform of public services and bureaucracy has been a long process in the journey of government in Indonesia. Bureaucratic reform in the perspective of state administration is an interesting study, because indeed in its development, public organization reform in Indonesia tends to lead to the New Public Management approach which prioritizes outcomes, innovation, and creativity, as well as the New Public Service approach which prioritizes public service innovation. In this era of change, workers in government institutions that serve the public are challenged to have innovative work behavior by maximizing digital technology. Various studies have proven that by increasing digital innovation, the performance of the organization and the human resources in it will also increase. To improve digital innovation behavior, there are various variables that must be considered, including digital orientation and the learning system of the organization. Therefore, this study seeks to examine the effect of digital orientation and organizational learning on digital innovation at the Surabaya City National Land Agency Office. The results of the study state that digital orientation and organizational learning have a positive and significant effect on digital innovation. This study provides advice for management or government officials engaged in public services to pay more attention to the orientation and organizational learning system to be able to support better innovation behavior and ultimately improve the quality of public services in Indonesia.

From College-to-Work: Latent Class Models Analysis of Mutual Adjustment in Internships after the Diploma

This article aims to identify which factors enable the mutual adjustment of top managers of small enterprises (SEs), frequently their owners, and interns (young college graduates) in their first work experiences. Using latent segment models and data obtained from an archive database of an internship program with complete information on both interns and SEs top managers (n = 102), the categories of mutual adjustment between interns and SEs top managers were obtained: (1) mutual adjustment corresponding to very satisfied SE top managers and interns, hired at the end of the internship (75%); and (2) mutual maladjustment characterized by the dissatisfied SE top managers and interns, resulting in no job creation (25%). Finally, we conducted a binary logistic regression (mutual adjustment as the dependent variable), using forward LR, and we identified organizational socialization practices and learning system as factors that contribute to explain mutual adjustment.

Стратегическая концепция автоматизации системы организации обучения курсантов военного института

Recently, the solution of complex problems of automation of organizational learning systems and the improvement of its individual areas has not always been sufficiently developed. This negatively affects the systematic approach to this problem in the process of training cadets of the institute, and often leads to unreasonably and unjustifiably large expenditures of finances and resources. All the presented problems and factors, in modern conditions, predetermine the special significance of the development of the process of automating the system for organizing the training of a military institute. The formation of a strategic conception for automating the system for training organization of cadets at the Naval Institute implies an increase in the efficiency of the educational process. The article defines ways to solve this issue on the basis of a systematic approach and the use of system diagnostics of automated training systems and training facilities at specific departments of the institute, based on modern weapons, information technologies, special information databases. And also, on the basis of expert assessments, software and technical methods for automating organizational training systems at the departments of the Naval Institute were determined. An opinion was expressed on the solution of interdepartmental disagreements and the creation of an engineering center that unites scientific personnel for the mass production of automated workstations and a software product for computer (complex) simulators of departments.

Dampak Human Capital, Structural Capital, Dan Costumer Capital Terhadap Kinerja Bisnis UMKM Di Tilamuta

AbstractThis study aims to determine and analyze how much impact human capital, structural capital, and customer capital have on the business performance of MSME workshops in Tilamuta sub-district. This research is quantitative research. The method of analysis using multiple linear regression. The results of the study show that, human capital, structural capital and customer capital simultaneously have a significant effect on the performance of the UMKM workshop business. Human capital partially has a significant effect on the business performance of MSME workshops because they have knowledge, expertise, and abilities. Structural capital partially has a significant effect on the business performance of MSME workshops including organizational culture, organizational structure, organizational learning, organizational processes and organizational systems. Partially, customer capital has a significant effect on MSME business performance. Bengel covers brand value, customer network, customer loyalty and customer satisfaction. Keywords: Human Capital, Structural Capital, Customer Capital and MSME Performance

The effect of knowledge management, e-learning systems and organizational learning on organizational intelligence

PurposeNowadays, organizations are facing fast markets’ changing, competition strategies, technological innovations and accessibility of information. In such highly dynamic situations, many factors must be coordinated to realize effective decision-making. In addition, the definition of organizational intelligence is as follows: intellectual ability to answer organizational issues and focus on the unification of human and mechanical abilities for solving problems. This paper aims to investigate important factors (organizational learning, knowledge management and e-learning systems) that influence organizational intelligence.Design/methodology/approachData have been collected from 290 personnel of tax administration of East Azarbaijan, Iran. For measuring the model’s elements, a questionnaire has been proposed. Surveys have been reviewed by experts with significant experiences in the organizational intelligence field. For statistical analysis of questionnaires, the statistical package social sciences 25 and SMART-partial least squares 0.3 have been used.FindingsFindings from the study verify the validity of the design for an organizational intelligence assessment. The outcomes indicate that e-learning systems positively affected organizational intelligence. In addition, they show that the influence of knowledge management and organizational learning on organizational intelligence is important.Originality/valueOrganizational intelligence’s multidimensional nature makes it a very useful and essential management tool. Therefore, it provides beneficial results for the organizations’ managers to study the important factors affecting it.

A Study of Accountability in Two Organizational Learning Frameworks: Why Accountability for Learning is Critical

In this paper we examine the complex relationship between accountability and organizational learning through a case study with the UK Royal Air Force (RAF). Accountability is a complex and contradictory construct that has both positive and negative implications for organizational learning. Within the same organization we observed positive effects of accountability in one organizational learning system, and negative effects of accountability in another. This case study adds to the organizational learning and accountability literatures, showing that accountability to hierarchy, rather than preventing learning, can actually promote effective learning, making it more likely that people will report problems quickly and accurately and take follow‐up action. This only applies if the learning objectives align with the broader accountability framework, and if reporting on failures will enhance individual reputation. If not, then people will tend to avoid reporting negative events in order to avoid punishment and reputation damage. Accountability to hierarchy is only negative if it conflicts with the learning objectives.

Universidad corporativa y aprendizaje organizacional: un marco de referencia

El talento humano juega un papel fundamental dentro de la estructura operativa, táctica y estratégica de las organizaciones, las cuales están apuntando a contar con personal mejor cualificado y capaz de hallar soluciones a los problemas y retos que enfrenta para el sostenimiento de su ventaja competitiva. En este contexto, el aprendizaje organizacional y la universidad corporativa, como herramientas, tienen una tendencia de aplicación cada vez mayor. El presente trabajo realiza un estado del arte sobre dichos conceptos, mostrando sus tendencias de acuerdo a una escala de clasificación definidaPalabras clave: Universidad corporativa, aprendizaje organizacional, entornos virtuales de aprendizaje, competenciasCorporate university and organizational learning: a theoretical frameworkAbstract: Human talent plays a key role in the operational, tactical and strategic structure of organizations, which are targeting to have a better qualified staff who find solutions to problems and face challenges to sustain its competitive advantage. In this context, Organizational Learning and Corporate University, as tools, have a trend of increasing application. In this vein, this paper aims to give the readers a conceptual framework about the application and state of the art on Corporate Universities and Organizational Learning. Applying the methodology of classification proposed by Lage and Godinho (2010) in their research, different sources were analyzed and classified in order to develop a theoretical framework. In particular, the papers were classified according to seven topics: a) Geographical location in which the research was developed, which refers to the place where its subject of study was located (America, Europe, Asia, Africa, Middle East and/or Oceania); b) Sector in which the research was conducted, that is, the sector where the Corporate University was created, taking into account sub-levels of classifications (textile, automobile and metal-mechanical industries, healthcare industry and educational sector); c) Main topic of research, which was divided into five (5) categories (Integral organizational learning systems, Virtual learning environments, Corporate university, Enterprise-university programs and Information Technologies (IT’s) used); d) Educational strategy, which represents all educational strategies raised in the research related to the topics under study, using sub-categories as Training Programs, Virtual Education programs, Classroom programs in higher education and Hybrid educational development programs; e) Related information technologies, which deals with the use of ICT in the process of educational development and using subcategories used for this topic: Virtual Platforms, Implemented programs on the intranet and Platforms on the cell phone; f) Competency-based approach, considering whether or not the program was made based on competencies and g) Results obtained, which refers to the successfully achievement of the results expected when the research was planned. The consulted literature was classified under the previous mentioned criteria, in order to show the readers the impact of Corporate University and Organizational Learning. The findings of this study and the theoretical framework are shown at the end of this paper. Researchers and practitioners will find this synthesis useful since it can be considered an important aid to analyze the rationale under these approaches for staff developing in the current context of organizations. Finally, the results show that there is extensive research about virtual learning environments, continuing progress in corporate universities and there is an open and growing field toward integrated learning systems in organizations. It was found that Corporate Universities show a major growing trend, and it is expected that they could be compared in size with traditional universities in the long term since they have the advantage of offering specific and applied solutions to those problems organizations face day by day.Keywords: Corporate University, Organizational Learning, Virtual Learning Environments, Competencies

Best Practices in Central Bank Organizational Culture, Learning and Structure: The Case of the Moroccan Central Bank

This paper provides both theoretical and empirical evidence that maintains that a central bank's organizational structure, culture and learning system are important for achieving best governance practices in emerging market economies. It argues that a central bank's organizational structure and culture facilitate the effective implementation of governance practices that have been enacted by law or in a strategic plan, with specific reference to central bank independence, communication, transparency, professionalization, technical excellence and reputation risk management. Qualitative interviews and a review of the bank's primary documents showed that the progress made by the Bank al‐Maghrib over the last two decades in establishing best governance practices in policies and legal statutes is, to a significant extent, being matched by reforms to its internal processes, but there remains room for improvement.

Action Research Innovation Cycle: Lean Thinking as a Transformational System

Innovation could be recognized as a key success factor in an increasingly competitive, global economy. Action research (AR) is used as a means of implementing organizational change especially in a rapid changing environment. Whereas change is the end result of innovation, this study builds an AR Innovation Cycle (ARIC) model based on Tangkar and Arditi (2000) labyrinth of innovation. ARIC is defined as a flexible loop which allows action (exploration and exploitation Innovation) and research (organizational learning and feedback system) to be achieved at the same time. Transitional process of ARIC is based on organizational learning; efficiently close organization current innovation status to desired innovation status. Organization current and desired innovation status are assessed and defined in terms of two features, structural (Innovation classification type) and content (Innovative Capacity/Capability). Moreover, while organizational learning falls into theoretical discussion and lacks practical guideline, an applied thinking technique is needed to play the role of organizational learning in ARIC. This paper present reasons why developed Lean thinking at the strategic level can be assumed as transitional technique and operationalize organizational learning.

Does Sustainability Practices of Human Resources as a New Approach Able to Increase the Workers Productivity in the SME Sector Through Human Resources Policy Support?

This article was published to review the key features of sustainability practices in human resources, a number of terms that connects the relationship between sustainability and human resources. Besides that, this article aims to identify whether the proposed approach of five human resource sustainability practices found in the Gollan model17 were able to increase the productivity among workers in the SME sector through human resources policy support so that the organization can gain short and long term benefits. In this case, several sustainability practices of human resources have been considered important in creating an atmosphere of human resources sustainability in an organization to increase labor productivity through participation and consultation of employees, career development and organizational learning, organizational change, work-life balance and institutional systems and workplace. However, human resources policy support is also seen as important in ensuring an effective implementation of sustainability practices of human resources in the workplace. This article also aims to provide debates from previous research in the human resources management field which covers issues of sustainability, implementation of human resources sustainability, human resources policy and to propose a conceptual framework draft for future research.

재난관리 3.0의 개념적 탐색과 정책적 과제

최근 급격한 도시화로 인한 인구의 과밀화와 기상이변으로 인한 재난환경의 변화상은 그 강도와 빈도 면에서 과거의 경험과 우리의 예측범위를 뛰어 넘는 복합적이고 대규모적인 양상을 띠고 있다. 따라서 복합적 재난의 발생 시 재난관리기관간 협력적 업무수행이 무엇보다 중요하다. 박근혜정부는 협업행정기반의 정부 3.0을 새로운 국정관리방향으로 제시하며, ICT 기반의 개방, 공유, 소통, 협력을 강조하고 있다. 이러한 정부기조 하에 협력적 재난관리 거버넌스 체계의 구축을 위한 노력의 출발로서 정부 3.0 기반의 재난관리 3.0의 개념적 탐색과 정책적 과제를 도출하였다. 재난관리 3.0의 개념화를 모색해 보면, 정보통신기술을 활용하여 재난정보를 수집, 가공함으로써 그 가치를 높이고, 재난정보를 실시간으로 공유하고 소통하며, 재난관리주체간 협력체계를 구축하여 현장중심의 수요자 맞춤형 재난관리체계를 구현하는 것이다. 이와 더불어, 재난관리 3.0의 정책적 과제를 제시하면 첫째, 재난관련법령의 정비이다. 둘째, 재난관리체계의 복잡성 해소 및 일원화이다. 셋째, 재난정보의 수집 및 공유체계 강화이다. 넷째, 재난분야 전문인력의 확충이다. 마지막으로, 업무연속성계획 기반의 조직학습체계 구축이다. Theses days the intensity and the frequency of disaster became unpredictable due to the rapid urbanization and abnormal changes of weather. Therefore, the cooperative inter-agency disaster management is more important than anything in the event of a complex disaster. President Park has emphasized "Government 3.0" the open system of ICT-based sharing, communication and cooperation. As the starting to build a governance system of cooperative disaster management, this paper was to explore the concept of "disaster management 3.0" and the policy issues. The disaster management 3.0 can be defined to build a cooperative framework of disaster management between entities, and to implement a consumer-oriented disaster management system which is to collect disaster information, increase their value, and share in real-time by utilizing ICTs. In addition to this, it is needed to proliferate disaster management 3.0. First, it is the development of disaster-related laws and regulations. Second, reducing the complexity of the disaster management system. Third, strengthening the sharing system of disaster information. Fourth, the expansion of professional human resources of disaster fields. Finally, the construction of organizational learning system based on the "Business Continuity Planning".

A Study on the Organizational Entrepreneurship: A Case Study in Ahvaz University of Medical Sciences, IR Iran

Background: Organizational entrepreneurship focuses on proactive actions, which may lead to the new productions, new services and/or new processes. Implementation of organizational entrepreneurship plans has many benefits including organizational cost reduction and the increase of organizational capital assets. Objectives: This study aimed to investigate the organizational entrepreneurship status in view of the managers of Ahvaz University of Medical Sciences. Materials and Methods: This cross-sectional study was performed on 67 of the managers of Ahvaz University of Medical Sciences. Data were gathered by a 30-item standard questionnaire. Reliability efficient of the questionnaire was 0.77. Ten dimensions of organizational entrepreneurship including innovation, conditions for demonstration of entrepreneurial behavior, detection and discovery of opportunities, level of flexibility, decision-making system, organizational learning, organizational culture, staff training, reward and incentive system and managerial support system for innovative ideas were studied. Finally, the data were analyzed by using the SPSS version 18. Data analyzing was performed by one-way ANOVA and χ² tests. Results: Among the 10 dimensions studies in this study, innovation (with mean score 11.47 ± 2.56) and decision making system (with mean score 11.47 ± 2.65 score) had the highest rank. The dimension of managerial support system for innovative ideas and organizational culture had the lowest ranks, respectively. Overall status of organizational entrepreneurship was desirable (with mean score 104.9 ± 24.4). In addition, the results showed that there was not a significant relationship between organizational entrepreneurship status and demographic and job characteristics of the managers, except educational level (P > 0.05). Conclusions: The status of the organizational entrepreneurship was assessed in view of managers in Ahvaz University of Medical Sciences. The overall evaluation resulted in a desirable scores; however, some dimensions of organizational entrepreneurship such as innovation and decision-making system had better status than other parameters. Keywords: Entrepreneurship; Academic Medical Centers; Administrative

The Relationship between Organizational Learning and Staff Empowerment in Hospital: A Correlational Study in Iran

One of the newest and most effective strategies to empower staff is building the infrastructure and platform for strengthening organizational learning. This study has conducted about the relationship between organizational learning and staff empowerment. This correlational study was conducted among the staff of a Children's Hospital affiliated to Tehran University of Medical Sciences, Iran in 2012. Numbers of 145 staff in this hospital has selected and enrolled by simple random sampling. The data collection tools were tow questionnaires for organizational learning and staff empowerment which approved their validities and reliabilities. Finally, collected data were analyzed by Spearman correlation test. Among the dimensions of organizational learning, knowledge transfer and integration with 3.47 and system perspective with 3.16 obtained highest and lowest scores respectively. Generally, overall rating of organizational learning and the staff empowerment variables were determined 3.25±0.71 and 3.74±0.59 respectively. Between the four dimensions of organizational learning (managerial commitment, system perspective, openness and experimentation, knowledge transfer and integration) and staff empowerment, was observed a significant correlation. According to the findings, the current situation of organizational learning and staff empowerment in studied hospital is relatively acceptable. It recommended that hospital systems can improve staff empowerment by developing organizational learning environment, creating experience and knowledge exchange platforms, using material incentives and specially focusing on the intrinsic motivation.

Understanding the dynamics of learning across social worlds: A case study from implementing IS in the Ethiopian public health care system

This paper adopts a novel learning perspective on information systems development. Building on the works of Anselm Strauss we conceptualize development processes as “negotiated orders” where members from different “social worlds” encounter and negotiate differences and tensions. We argue that processes of inquiry and action are interwoven, and this is what facilitates and stimulates learning. Based on a case study where different versions of open source software were customized, further developed and implemented in the Ethiopian public health care system, this paper explores the interplay between participation, politics and learning in IS implementation and use. We consider learning to be an integral part of the social practice, and it occurs mainly through encounters and negotiations between actors from different social worlds who might have competing interests and values. The paper also analyzed how the software in question functioned as a boundary object, not just in the traditional sense by facilitating cooperation among these actors. An even more significant role of the boundary object was in bringing the existing differences to the foreground and thus stimulating negotiations and learning. As such, this paper contributes to three discourses: organizational learning, boundary objects and health information systems in developing countries in particular and more specifically to IS implementation in settings with scarce resources, heterogeneous stakeholders, and diverse interests.

What Makes Small- and Medium-Sized Enterprises Promote Organizational Creativity: The Contingency Perspective

In this study, we examined the effects of chief executive officer (CEO) characteristics and organizational systems on organizational creativity, particularly in small- and medium-sized enterprises (SMEs). Using upper echelon and contingency perspectives, we hypothesized that CEO characteristics would promote organizational creativity in SMEs, but the effect of CEO characteristics would be attenuated when SMEs have strong organizational learning systems in place. Consistent with our expectations, the results show that a CEO's orientation toward employee development plays an important role in organizational creativity. Moreover, the effect of CEO development orientation on organizational creativity is greatest when the organizational system is weak. Theoretical and practical implications are also discussed.

A learning and knowledge approach to sustainable operations

Manufacturing's choice of environmental technologies is expected to be partly driven by the organizational context and receptivity to new ideas and innovation. More specifically, we hypothesize that the organizational learning and knowledge system of a manufacturing plant tends to favor the adoption of pollution prevention technologies and environmental management systems over pollution control technologies of that plant. The organizational learning and knowledge system is hypothesized to be split in two different stages, organizational learning antecedents and organizational learning processes. The choice of environmental technologies is hypothesized to be partially related to the organizational learning antecedents, and mediated by the organizational learning processes. Survey data exploring these relationships are presented from a sample of manufacturing plants in Canada. We found that the actual trade-off is not only between pollution prevention and pollution control, but also between pollution prevention and environmental management systems. The plant's social climate and external knowledge exchange are positively related to pollution control, while the stock of knowledge of managers, stock of knowledge of workers, and internal knowledge exchange are negatively related to pollution control. Environmental management systems had the opposite results. These results are counterintuitive, since we expected that all constructs from organizational learning culture would contribute to the choice of pollution prevention and environmental management systems. We found, however, no empirical support for the mediated model, and the organizational learning and knowledge system explained very little variance in the choice for pollution control. Our study makes three significant contributions. First, it explains, at least in part, the linkages between the stock of employee knowledge, knowledge exchange and managerial choices of environmental technologies in manufacturing. Second, it refined and validated scales that capture organizational knowledge within operations. Finally, this research highlighted the important role that plant-level social climate has on fostering a greater emphasis on pollution prevention. The managerial implications of this research are twofold. Managers, in order to promote pollution prevention and creating long term value with this kind of technology, should promote both the social climate and the external knowledge exchange in the plant. Managers also should craft their environmental management systems not as a bureaucratic process of documentation and regulatory compliance, or just to fulfill clients’ or parent company requirements, but as a source of process improvement and innovation.

Same business same system?: A critique of organization and the information systems process

In trying to understand any aspect surrounding the success and failure of information systems (IS) practice, concepts of organizational analysis become increasingly important. Many issues arise and must be dealt with when an information system is to be developed and implemented. In order to avoid information system failures, information system analysts should adopt an approach that exploits the intrinsic and contextually dependent characteristics of organizational activities. Such an exploitation acknowledges the uniqueness inherent in individual organizations and may inform the adoption of appropriate technologies that can then be innovatively employed for competitive advantage. In order to facilitate successful future organizational change practices and to lay the base for supporting overall information system effectiveness, there is a need to employ both in theory and in practice, ideas of organizational learning and (critically informed) interpretivist information system analysis, design and implementation.

The Viable System Model and inter-organizations

To work against threats and to obtain new possibilities, new forms of interorganizational collaborations are formed. The management literature deals mainly with one single organization although aspects of collaborative processes are discussed. In this article problems with inter-organizational management and decision-making are discussed. In this article the possibilities and the limits of using the Viable System Model (VSM) for diagnosing and design of inter-organizations are discussed. The conclusion is that VSM seems to be promising but further evaluation must be performed. Organizational learning and negotiation support systems are approaches that should be used in inter-organizational management.

Sandals Corporate University: “the change‐included experience”

PurposeThis paper aims to outline the role of Sandals Corporate University (SCU) and the contribution of action learning to human resource development.Design/methodology/approachThe paper relates theme issue content to the mission and mandate for SCU as an own brand learning system.FindingsThe paper concludes that action learning is a key element of SCU's capability and effectiveness in supporting the ongoing development of Sandals Resorts International.Practical implicationsThe paper illustrates the scope and potential for own brand learning that is accessible to all employees and provides development pathways with professional certification on a career‐long basis.Originality/valueThe paper reflects detailed piloting work and the emergence of an organizational learning system that fully integrates personal and professional development with the workplace.