Role Of Organizational Learning Research Articles

Examining the effect of Employees’ skill on financial performance: the mediating role of organizational learning and organizational innovation

This study intends to examine how employees’ skill affects company's financial performance regarding mediation role of organizational learning and innovation. This applied research has a correlational-descriptive aim. The statistical population consists of experts working at Dana insurance company. Using simple random sampling, the researcher started the examination on 110 branches Dana insurance company for which a questionnaire was used. To examine reliability of the questionnaire, Cronbach's alpha was used, where confirmatory factor analysis was used to examine the validity of questionnaire. Proper validity and reliability was reported in the questionnaire used in this study. Eventually, covariance matrix analysis was used to examine research hypotheses. The results indicated that employees’ skill affects enhancing company's financial performance.

Entrepreneurial Orientation and Performance of Chinese High-Tech Firms: The Mediating Role of Organizational Learning and Moderating Role of Firm Life Cycle

The evidence about how entrepreneurial orientation (EO) affects firms’ performance remains inconclusive. This study joins the research by incorporating organizational learning (OL) as a micro-macro link and by extending empirical work to the largely underexplored context of Chinese high-tech industries. Results from a survey of 252 Chinese high-tech firms demonstrate: (1) entrepreneurial orientation is positively related to firm performance; (2) organizational learning is also positively related to firm performance; (3) organizational learning partly mediates the positive impact of entrepreneurial orientation on firm performance; and (4) high-tech companies in the start-up and growth stage are likely to demonstrate stronger linkages in the EO–OL–performance relationship than in mature stage, which shows that the EO–OL–performance relationship is moderated by firms’ life cycle.

The Effect of Total Quality Management on Innovation Performance with Mediator Role of Organizational Learning

The main objective of this study was to evaluate the effect of Total Quality Management (TQM) on innovation performance with the mediator role of organizational learning in ABBAND Mazandaran manufacturing and industrial Company. The research design was descriptive and correlation and specifically is based on structural equation model. The study population was all supervisors and employees of ABBAND Mazandaran manufacturing and industrial Company. For measuring variables of research, three questionnaires were used based on the Likert 5 options range and the questionnaires were distributed among 220 supervisors and employees of ABBAND Mazandaran Company. Content validity of the three questionnaires was carried out by a number of experts and management professionals and the reliability of TQM, Learning Organization and innovation performance questionnaires was determined by Cronbach's alpha coefficient as 0.96, 0.82, and 0.94, respectively. The results showed that there is a causal relationship between TQM, learning organization and innovation performance. Also, organizational learning mediates the effect of TQM on innovation performance.

Organizational Learning in Tourism Crisis Management: An Experience From Malaysia

ABSTRACTTourism and related organizations are dealing with crises either based on a specific crisis management plan, contingency planning, designed guideline, or ad hoc response. These organizations learn from crises in different ways, but no mechanisms have been explored to indicate how these organizations learn within the framework of Tourism Crisis Management (TCM). Among various reasons is limited systematic research that has been undertaken in this area. This study addresses this gap in our current knowledge by proposing a model for analyzing and developing organizational learning within the framework of TCM. The study shows the perceptions of 25 key players in Malaysia’s tourism industry on the role of organizational learning in managing crises. The findings also revealed that organizational learning is subject to negligence and few key practitioners thinking about in-depth learning from the crisis management perspectives.

The Interactive Use of Performance Measurement System and the Organization's Customers-Focused Strategy: The Mediating Role of Organizational Learning

This study investigates the effect of the interactive use of performance measurement systems (PMS) on the company’s adaptation of its customer-focused strategy. The authors used a self-administered survey study of 69 managers working in the Indonesia Stock Exchange-listed financial institutions. The authors’ statistical analyses using SmartPLS 2.0 supported all hypotheses and revealed direct and indirect relationships among the hypothesized variables. However, based on the ‘path analysis’, using the Sobel’s test and the Variance Accounted For (VAF), the empirical data revealed that the organizational members’ direct relationship with the customer accounted for a greater contribution to the improvement in the customer-focused strategy compared to the organization’s indirect relationship. This study provides evidence that an effective implementation and interactive use of PMS would leverage the organization’s customers-focused strategy and help it gain a competitive advantage.

Role of Organizational Learning in the Relationship between Entrepreneurial Orientation and Performance of Nonprofit Organizations

Role of Organizational Learning in the Relationship between Entrepreneurial Orientation and Performance of Nonprofit Organizations

A study on mediating role of organizational learning on relationship between market orientation and organizational performance

Article history: Received January 10, 2013 Received in Revised form March, 26, 2013 Accepted 17 June 2013 Available online 18 June 2013 Increasing intensity of competition among organizations in current century has caused everlasting search for ways to gain competitive advantage and win the competition. In this regard, organizational learning certainly counts as a competitive advantage to gain for today’s managers. This study aims to discuss the mediating role of organizational learning in the relationship between market orientation and organizational performance. The study population includes all of the employees in the Central Office of Ferdowsi University of Mashhad. As 170 samples were randomly stratified and selected, information obtained was analyzed using SPSS software ver.20. While results support the significance of organizational learning’s mediating role in the relationship between intelligence generation and intelligence dissemination with organizational performance, this role was declared insignificant in the relationship between responsiveness and organizational performance.

Culturally Embedded Organizational Learning for Global Responsibility

This article proposes a multilevel model of Global Responsibility as a culturally embedded organizational learning process. The model enables an analysis of the way culture influences how responsibilities are defined and distributed in a culture at a given point in time, and how organizations learn to address new responsibilities in new ways when the context changes. The model starts at the organizational level and zooms in on the individual level as well as outward to the local, national, and international levels. The case of a French multinational company subsidiary in Brazil illustrates how the model can be used to show the relative relevance of the different sources of cultural influences on key stages in organizational learning processes. The authors include the arts as an inherent dimension of culture that tends to be overlooked in the management literature, and the case illustrates how the arts can play a role in organizational learning for Global Responsibility.

Innovation performance of Taiwanese information firms: an acquisition–learning–innovation framework

One of the innovation sources for firms is to acquire other technological firms. From a contingent view concerning the acquisition's impact on organisational learning, this study suggests an acquisition–learning–innovation framework which indicates the mediating role of organisational learning in the relationship between acquisitions and innovation performance. After investigating 224 information firms which undertook acquisitions, this study finds that in the period of incremental change, firms usually adopt related acquisitions and enhance their innovation through exploitation. Conversely, in the period of technological ferment, firms usually adopt unrelated acquisitions and enhance their innovation through exploration.

Organizational learning, innovation, and performance in KIBS

AbstractThere is widespread agreement that organizational learning (OL) and firms' innovative culture (innovativeness) positively influence organizational innovation (OI), which ultimately fosters long-term competitiveness. However, there is more limited empirical evidence on the role of OL as a forerunner of innovativeness, or on the combined effects of OL and innovativeness on OI and how performance is ultimately improved. In this research, OI is evaluated as a firm's actual ability to regularly adopt and implement more technical and administrative innovations with a greater degree of incorporated novelty relative to their main competitors. The aim is to approach innovation from a comprehensive viewpoint and to assess the attainment of superior competitive advantage in the innovation field. Effects on performance are evaluated at both the organizational level and in the commercialization of new services by means of two different conceptual model. These models are tested on a sample of 246 knowledge intensive business services (KIBS) located in Spain. We used polychoric correlations (Lee, Poon, & Bentler, 1995), together with a robust methodological approach, to analyze categorical variables in structural equation systems in EQS. The empirical results show that OL is an important antecedent for innovativeness, and that the latter plays a key role in the adoption of more technical and administrative innovations with a greater degree of incorporated novelty. Organizational learning exerts a direct effect on administrative innovation efforts although, contrary to previous research, the mediating role of innovativeness is required for the former to affect technical innovation. The research also supports the influence of OI on the attainment of competitive advantages at the business level and in the performance of new services. The greater ability of KIBS to innovate thus constitutes an invaluable resource to foster customer performance and profitability at the business level and in the commercialization of new service offerings.

Organizational learning, innovation, and performance in KIBS

AbstractThere is widespread agreement that organizational learning (OL) and firms' innovative culture (innovativeness) positively influence organizational innovation (OI), which ultimately fosters long-term competitiveness. However, there is more limited empirical evidence on the role of OL as a forerunner of innovativeness, or on the combined effects of OL and innovativeness on OI and how performance is ultimately improved. In this research, OI is evaluated as a firm's actual ability to regularly adopt and implement more technical and administrative innovations with a greater degree of incorporated novelty relative to their main competitors. The aim is to approach innovation from a comprehensive viewpoint and to assess the attainment of superior competitive advantage in the innovation field. Effects on performance are evaluated at both the organizational level and in the commercialization of new services by means of two different conceptual model. These models are tested on a sample of 246 knowledge intensive business services (KIBS) located in Spain. We used polychoric correlations (Lee, Poon, & Bentler, 1995), together with a robust methodological approach, to analyze categorical variables in structural equation systems in EQS. The empirical results show that OL is an important antecedent for innovativeness, and that the latter plays a key role in the adoption of more technical and administrative innovations with a greater degree of incorporated novelty. Organizational learning exerts a direct effect on administrative innovation efforts although, contrary to previous research, the mediating role of innovativeness is required for the former to affect technical innovation. The research also supports the influence of OI on the attainment of competitive advantages at the business level and in the performance of new services. The greater ability of KIBS to innovate thus constitutes an invaluable resource to foster customer performance and profitability at the business level and in the commercialization of new service offerings.

Innovation performance of Taiwanese information firms: An acquisition–learning–innovation framework

One of the innovation sources for firms is to acquire other technological firms. From a contingent view concerning the acquisition's impact on organisational learning, this study suggests an acquisition–learning–innovation framework which indicates the mediating role of organisational learning in the relationship between acquisitions and innovation performance. After investigating 224 information firms which undertook acquisitions, this study finds that in the period of incremental change, firms usually adopt related acquisitions and enhance their innovation through exploitation. Conversely, in the period of technological ferment, firms usually adopt unrelated acquisitions and enhance their innovation through exploration.

The role of organizational learning in transformational leadership and organizational innovation

Leadership is an important factor affecting organizational innovation. Many studies show that transformational leadership has positive and significant influence on organizational innovation. Based on a literature review and previous work, this study aims to investigate the influence of transformational leadership on organizational innovation and to examine whether organizational learning is a mediator between their relationships. Structural equation modeling was used to test the model. The research sample consisted of 330 teachers in charge of administration in postsecondary schools. The findings of this study provide evidence that transformational leadership and organizational learning have significant positive relationship influence on organizational innovation. The research also demonstrates that there is significant effect on the role of mediation in organizational learning on the relationship between transformational leadership and organizational innovation. The study suggests that if school principals use the strategies of transformational leadership and organizational learning at the same time, organizational learning was highly effectiveness to achieve organizational innovation in the postsecondary schools.

Factors distinguishing small firm growers and non-growers

Why do some firms grow while others do not? This study identifies factors present in growing small firms that are absent in non-growers. An inductive method is used with a theoretical sample of businesses with contrasting growth histories, selected as matched pairs from the same manufacturing and service industries in the same urban location. Replication logic identified four factors: opportunistic perceptions of the external environment; controlled ambition of the owner-manager to grow; business culture of innovation and flexibility; and use of extensive private business networks, including portfolio entrepreneurship. The role of organizational learning in underpinning these factors was also noted. The paper ends with some limitations and suggestions for further research.

The Study on the Relationship between Hypercompetition and Organizational Innovation: The Role of Organizational Learning

This paper studies on the formation mechanism of how organizational innovation is established and developed. We built a model including envirnomental change, organizational learning and organizational innovation. Using the empirical study as a sample of 194 enterprises the results of this paper show that (1) the external environment factors have no direct effent on organizational innovation. The main factor of organizational innovation driven is organizational learning. (2) the industry of environmental change on the organizational learning have a significant impact to organizational learning and changes in the macroeconomic environment had no significant effect to organizational learning.

Examining the Role of Transformational Leadership and Job Satisfaction in the Organizational Learning of an Automotive Manufacturing Company

The prerequisite for continuum organizational change and evolution in today's dynamic and ever changing environments is the presence of intuitive, strategic or in a more clear sense, transformational leaders. Because of the increasing attention to the leadership factor in creating organizational evolution in the world, and considering its role in organizational learning, this research attempts to examine the mutual relation between transformational leadership and organizational learning through correlation research method. With this goal, 120 SAIPA Co. expert staff was randomly selected. Research data after collection using the research questionnaire were analyzed using the Pearson Correlation method, T Test for independent groups, one way variance analysis and systematic regression. Obtained results show that based on SAIPA experts’ opinions, the current condition of transformational leadership and organizational learning is relatively desirable in the aforementioned company. On the other hand, work experience does not create a difference in organizational learning, but gender and education create difference in risk receptivity, exploring reasons for mistake, and taking advantage of experiences and risk receptivity components respectively. In addition, a positive and meaningful relation exists between the components of transformational leadership and organizational learning. Finally, idealized influence (behavior) as one of the dimensions of transformational leadership is the most important predictor of organizational learning.

Accelerated Learning by Experimentation

In most technologies and most industries, experiments play a central role in organizational learning as a source of knowledge and as a check before changes are implemented. There are four primary types of experiments: controlled, natural, ad-hoc, and evolutionary operation. This paper discusses factors that affect learning by experimentation and how they influence learning rates. In some cases, new ways of experimenting can create an order of magnitude improvement in the rate of learning. On the other hand, some situations are inherently hard to run experiments on, and therefore learning remains slow until basic obstacles are solved. Examples of experimentation are discussed in four domains: product development, manufacturing, consumer marketing, and medical trials.

PERANAN PEMBELAJARAN ORGANISASIONAL DALAM MENGKONVERSIKAN ORIENTASI PASAR MENJADI KINERJA PEMASARAN : PROSES DAN AGENDA PENELITIAN

Many studies have proved that market orientation has an influence on marketing performance,but it is considered a market orientation is not sufficient to improve marketing performance.Market orientation will be able to improve marketing performance when combined with organizationallearning, but the role of organizational learning in the convert market orientationinto marketing performance is unclear. By integrating variables of organizational learning asa single entity-market orientation-organizational learning- innovation, competitive advantagemarketing performance in a study as one is expected to clarify the role of learning in the convertmarket orientation into marketing performance has been deemed not clear.Keyword: Organizational Learning, Market Orientation, Competitive Advantage and Marketing Performance

Performance Measurement and Program Effectiveness: A Structural Equation Modeling Approach

Existing research on the effectiveness of performance measurement systems has generated inconclusive findings. In this study, the performance measurement-effectiveness relationship is tested in human services programs using the ratings of volunteer program evaluation teams. A sample of programs was evaluated in 2000 (n = 195), and a similar sample was evaluated again in 2002 (n = 167). In both years, the quality of performance measurement was significantly correlated (at the 0.01 level) with program performance. The role of organizational learning from the measurement data, as a factor contributing to program performance, was supported only in the 2002 sample. One explanation for this result is that additional time was needed for the incremental benefits of data-driven learning to add up to substantial program impacts.

Transaction costs and organisational learning in strategic outsourcing relationships

The present paper examines the role of organisational learning and transaction costs economics in strategic outsourcing decisions. Interorganisational learning is critical to competitive success, and organisations often learn more effectively by collaborating with other organisations. However, learning processes may also complicate the process of forming interorganisational partnerships which may increase transaction costs. Based on the literature, the authors develop refutable implications for outsourcing supply chain logistics and a sample of 121 firms in the supply chain logistics industry is used to test the hypotheses. The results show that trust and transaction costs are significant and substantial drivers of strategic outsourcing of supply chain logistics (a strategic flexibility action). Learning intent and knowledge acquisition have no significant influence on the decision to outsource supply chain logistics. The paper concludes with a discussion of the different and often conflicting implications for managing interorganisational learning processes.