Role Of Organizational Learning Research Articles

How project knowledge management develops volatile organizational memory

PurposeThis paper discusses the effects of enabling conditions of project knowledge management in building volatile organizational memory. The theoretical rationale underlies a recursive relationship among enabling conditions of project knowledge management, organizational learning and memory.Design/methodology/approachThis research employs a qualitative descriptive single case study approach to examine a mobile application development project undertaken by a major software company in Brazil. The analysis focuses on the project execution using an abductive analytical framework. The study data were collected through in-depth interviews and company documents.FindingsBased on the research findings, the factors that facilitate behavior and strategy in managing project knowledge pose a challenge when it comes to fostering organizational learning. While both these factors play a role in organizational learning, the exchange of information from previous experience could be strengthened, and the feedback from the learning process could be improved. These shortcomings arise from emotional tensions that stem from power struggles within knowledge hierarchies.Practical implicationsBased on the research, it is recommended that project-structured organizations should prioritize an individual’s professional experience to promote organizational learning. Organizations with well-defined connections between their projects and strategies can better establish interconnections among knowledge creation, sharing and coding.Originality/valueThe primary contribution is to provide a comprehensive view that incorporates the conditions required to manage project knowledge, organizational learning and memory. The findings lead to four propositions that relate to volatile memory, intuitive knowledge, learning and knowledge encoding.

Emerging Market Firms’ Internationalization Pricing Strategies: The Role of Country of Origin and Organizational Learning

Over the last decade there has been significant interest in international expansion of emerging market firms (EMFs) due to their distinctive patterns compared with developed market firms (DMFs). In this article, the authors develop an analytical model to generate prescriptive insights for pricing strategies when EMFs enter new foreign markets. Grounded in the international marketing and organizational learning literatures, the model accounts for local and multinational competition, the influence of country-of-origin effects, and the role of organizational learning in foreign markets. The results suggest that when an EMF enters a host market with a local competitor, it could generate higher profits even when charging a lower price than the local competitor. Additionally, the authors find that DMFs enjoy greater profitability than EMFs in foreign markets as a result of positive country-of-origin effects. Finally, the authors propose and validate the use of organizational learning as a process EMFs can use to surmount the negative impact of country-of-origin effects and achieve greater profitability than DMFs.

The role of organizational learning and innovative organizational culture for ambidextrous innovation

PurposeIn the era of hyper-competitiveness, firms, especially project-based management structures, have to focus on ideas for both new and existing sets of products and services, i.e. ambidextrous innovation. The ambidextrous innovation can be helpful, but achieving such a level is a problem to be solved. This study aims to yield ambidextrous innovation by using innovative culture and knowledge that has been gained from learning.Design/methodology/approachThe present research collected data from Saudi Arabian public-sector firms. The data collected is analyzed using the partial least squares structural equation modeling (PLS-SEM).FindingsThe findings of the study suggest that a range of factors can be operationalized in project-based firms to establish organizational learning and innovation culture. These factors include agile-based project management, leveraging existing innovative capabilities and growth mindset in case of innovative organizational culture and additional factors of agile-based knowledge management along with others in case of organizational learning. The PLS-SEM further concluded that both organizational learning and innovative organizational culture, in turn, help project-based Saudi Arabian public-sector firms to develop their ambidextrous innovation capability.Originality/valueThe PLS-SEM further concluded that both the organizational learning and innovative organizational culture, in turn, help project-based Saudi Arabian public-sector firms to develop their ambidextrous innovation capability.

THE IMPACT OF TAJDID INSPIRATIONAL LEADERSHIP ON HUMAN RESOURCE PERFORMANCE

Purpose: This research aims to investigate Tajdid Inspirational Leadership, a new contextual model that can be applied to develop research topics related to the role of learningorganizations and performance. Design/Methodology/Approach: This research uses causality research to show the direction of the relationship between the dependent variable and independent variable, as well as quantitative methods to assess the strength of the relationship. Findings: Research findings to improve tajdid Inspirational Leadership are built on Exploitation learning which includes indicators such as knowledge development, efficiency, competition, and strategic orientation, as well as Exploratory learning which includes indicators such as adding new knowledge, new technology, and partnerships. Inspirational tajdid Leadership has a significant and positive impact. Originality/Significance: explores a new conceptual model that can fill the research gap between the role of organizational learning and performance centered on the concept of tajdid Inspirational Leadership. Research Limitations/Implications: Limitations of a leadership perspective in human resource performance. This research provides empirical evidence only from private universities

The role of organizational learning in enhancing strategic stability An exploratory study in the General Directorate of Education of Najaf Governorate

تسعى هذه الدراسة الى معرفة العلاقة بين المتغير المستقل المتمثل بالتعلم التنظيمي بابعادهِ ( التعلم بالتفكير، التعلم بالتجربة، التعلم مع الزملاء، التعلم مع المشرف) , مع المتغير التابع المتمثل بالثبات ألاستراتيجي بأبعادهِ (ردع التهديدات، طمأنة الحلفاء، تطوير قدرات العاملين).
 أجريت هذه الدراسة على عينة قصدية مكونة من (97) مستجيباً تضمنت مدراء ألاقسام والشعب في المديرية العامة لتربية محافظة النجف ألاشرف وذلك للدور الكبير والفعّال الذي تمارسه هذه المديرية في حركة التربية والتعليم في المحافظة بصورة خاصة والبلد بصورة عامة. لتحقيق أهداف الدراسة تم ألاعتماد على نموذج (Nikolova,etal,2014) لقياس أبعاد المتغير المستقل ( التعلم التنظيمي) ونموذج (الجنابي ,الذبحاوي, 2018) لقياس أبعاد المتغير التابع (الثبات ألاستراتيجي) , وأستخدمت الدراسة ألاستبيان كأداة رئيسة لجمع البيانات والمعلومات ولاجل معالجة البيانات والمعلومات تم أستعمال العديد من ألاساليب الاحصائية منها( الوسط الحسابي , ألانحراف المعياري , معامل المسار , معامل الفا كرونباخ) وأستخرجت النتائج بأستخدام البرنامج الحاسوبي الجاهز(Smart PLS).

Exploring Organizational Learning, Risk, and Psychological Safety: Perspectives of Child Welfare Senior Leaders in Canada

ABSTRACT Child welfare workers and organizations are the direct link between legislation and families, thus, key to service effectiveness. However, little is known about the role of organizational learning, risk tolerance, and psychological safety, especially in Canadian child welfare. The aim of this study is to identify senior leaders’ perceptions of these constructs in the context of child welfare service delivery and family outcomes. This qualitative study included interviews with senior leaders (n= 8) from separate child welfare organizations in Ontario. Findings suggest that participants are constantly trying to address organizational learning through multiple strategies. Further, risk and risk tolerance are concepts at the core of child welfare work, but rarely explicitly discussed. Psychological safety is not embedded in discussions similar to learning and risk. Research exploring workers and supervisors’ perspectives and research that examines the link between these concepts and family outcomes are required.

The role of organisational learning, entrepreneurship and innovation towards firm performance

The role of organisational learning, entrepreneurship and innovation towards firm performance

The Relationship between Organizational Learning, Technological Innovation, and Organizational Innovation Capability – A Case Study of High-tech Enterprises in the Guangdong Hong Kong Macao Bay Area

This quantitative research objective is to focus on the core advantages of high-tech enterprises’ organizational innovation capability, takes organizational learning and technological innovation as the driving factors, and focuses on the two dimensions of organizational innovation capability: organizational technological innovation and organizational management innovation, and takes organizational innovation capability as the dependent variable, the independent variables are organizational learning (commitment to learning , shared vision, shared knowledge) and technological innovation (technological innovation input, technological innovation intermediate output), and the intermediary variables are cross-boundary behaviors (ambassador activity, task coordinator activity, scout activity). The reliability and validity of the developed organizational innovation ability improvement scale were verified. According to the proposed assumptions, design and improve the measurement scale of organizational innovation capability improvement and related variables, and use correlation analysis, regression analysis, and structural equation as the main methods of data validation to detect and measure the measurement scale of each concept and test the research assumptions involved in the research model. Secondly, this study mainly studies the relationship between organizational learning, technological innovation, and organizational innovation capability of high-tech enterprises. The hypopaper of the relationship between organizational learning, technological innovation, cross-boundary behavior, and organizational innovation capability of high-tech enterprises is put forward. Build a scientific model of the influence mechanism of “organizational learning technological innovation – cross-boundary behavior – organizational innovation capability”, and empirically test and measure the theoretical model and hypopaper by constructing an equation model and theoretical research methods. The results of this study prove that organizational learning and technological innovation have a positive impact on organizational innovation capability, while cross-boundary behavior plays a mediating role in organizational learning and technological innovation on organizational innovation capability.

Open innovation and sustainable competitive advantage: The role of organizational learning

With intensifying competition and increasing dependence on external partners, open innovation has been becoming an inevitable and prevalent strategy to achieve long-term competitive advantage. Considerable research has investigated the benefit of open innovation, the mechanism through which open innovation translates into sustainable competitive advantage have yet been well examined. Drawing on the strategy-competence-competitive advantage framework and the knowledge-based view, this study examines the role of ambidextrous organizational learning in mediating the relationship between open innovation and sustainable competitive advantage as well as the moderating role of knowledge management capability. Based on data collected from 269 Chinese high-tech enterprises in 2021, we found that open innovation contributes to sustainable competitive advantage through enhancing organizational learning including both exploratory and exploitative learning as well as their balance. Moreover, knowledge management capability positively moderates the relationships of open innovation to exploration and exploitation as well as their combination. Research and practical implications are discussed.

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.

The Role of Organizational Learning on Employee Performance through Motivation and Organizational Commitment as Mediation Variables

This study aims to determine the mediating role of motivation and organizational commitment on organizational learning on employee performance with a study on employees of PT Astra International Tbk Yogyakarta Branch. The sample of this study were all employees of PT Astra International Tbk Yogyakarta Branch, with the sampling technique was saturated sampling. The analysis technique used statistical analysis consisted of descriptive analysis, Structural Equation Modeling (SEM), Conformity Test and Statistical Test, Hypothesis Testing. The results of this study organizational learning has a positive effect on work motivation, organizational learning has a positive effect on organizational commitment, work motivation has a positive effect on organizational commitment, organizational learning has a positive effect on employee performance, work motivation has a positive effect on employee performance, and organizational commitment has a positive effect on performance. employee.

Enhancing The SME’s Employee Careers Development: The Role of Organizational Learning

An organization can grow quickly if it has a good knowledge culture. Employees are organizational assets that need their career development. Career development can only be ensured if the organization has a learning culture. This study examines and analyzes Employee Career Development through Organizational Learning Culture, Career Planning, and Career Management. This research was conducted on MSME employees with 259 respondents who gave answers collected from 60 MSMEs in the city of Banjarmasin. Data analysis using Structural Equation Modeling (SEM) with AMOS software. The study results found that there was a direct positive relationship between variables with different degrees of intensity. Empirically the four hypotheses have been proven, as well as there is a positive indirect relationship between the variables, proving the fifth hypothesis.

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.

Ambidextrous leadership and project-based organisational innovation performance: the mediating role of innovative climate and moderating role of organisational learning

Ambidextrous leadership and project-based organisational innovation performance: the mediating role of innovative climate and moderating role of organisational learning

Second-order problem solving: Nurses’ perspectives on learning from near misses

ObjectivesNear misses happen more frequently than actual errors, and highlight system vulnerabilities without causing any harm, thus provide a safe space for organizational learning. Second-order problem solving behavior offers a new perspective to better understand how nurses promote learning from near misses to improve organizational outcomes. This study aimed to explore frontline nurses’ perspectives on using second-order problem solving behavior in learning from near misses to improve patient safety. MethodsA qualitative exploratory study design was employed. This study was conducted in three tertiary hospitals in east China from June to November 2015. Purposive sampling was used to recruit 19 frontline nurses. Semi-structured interviews and a qualitative directed content analysis was undertaken using Crossan’s 4I Framework of Organizational Learning as a coding framework. ResultsSecond-order problem solving behavior, based on the 4I Framework of Organizational Learning, was referred to as being a leader in exposing near misses, pushing forward the cause analysis within limited capacity, balancing the active and passive role during improvement project, and promoting the continuous improvement with passion while feeling low-powered. Conclusions4I Framework of Organizational Learning can be an underlying guide to enrich frontline nurses’ role in promoting organizations to learn from near misses. In this study, nurses displayed their pivotal role in organizational learning from near misses by using second-order problem solving. However, additional knowledge, skills, and support are needed to maximize the application of second-order problem solving behavior when near misses are recognized.

Organizational learning during COVID-19: A qualitative study of nurses' experiences.

AimThe aim of this study is to test the validity of the Organizational Learning in Hospitals model in the context of the COVID‐19 pandemic.BackgroundOrganizational learning is especially crucial in circumstances of intense, complex, enduring change, as with the COVID‐19 pandemic. Nurse managers need additional guidance for fostering organizational learning under such circumstances. The Organizational Learning in Hospitals model may be a helpful resource but requires additional validation.MethodsSemi‐structured interviews were conducted to gather 19 nurses' first‐hand experiences of organizational learning during the COVID‐19 pandemic. Data were analysed using deductive thematic analysis.ResultsNurses' experiences of organizational learning generally aligned with the tenets of the model. Specifically, effective organizational learning occurred when the contextual factors and mechanisms portrayed in the model converged. Model and contrary cases illustrate this phenomenon.ConclusionsThis study validates and adds context to the model. It offers practical examples of the contextual factors and mechanisms of organizational learning. Leaders can use the model to guide their efforts to foster organizational learning.Implications for Nursing ManagementThis study reaffirms the importance of nurse leaders' central role in organizational learning. Nurse leaders can use the Organizational Learning in Hospitals model, and the practical examples provided, to foster organizational learning during challenging times.

The Role of Organizational Learning in Conflict Management

Conflict is a state of disagreement experienced between two individuals or parties, which can result from many factors. When conflict occurs at organizations, it may lead to many problems such as unaccomplished goals, decreased effectiveness, and low levels of individual and overall performance. However, organizational conflict may positively influence organizations under certain circumstances. The recent literature especially places emphasis on conflict management rather than conflict resolution, as conflicts are likely to enable organizations to enhance their performance and productivity when they are managed in an appropriate way. In this sense, organizations have to develop strategies that are aimed at improving the constructive aspect of conflicts instead of trying to reduce and remove them. As the first step toward this goal, organizations have to provide a learning environment so that they can benefit from conflicts. Since it is considered a key concept for the survival and adaptability of an organization, organizational learning stands out as an effective means of fostering such favorable effects. For this purpose, this article discusses the role of organizational learning in conflict management by examining the factors that facilitate and result from it.

Leadership assumptions on implementation of patient involvement methods

BackgroundFrom 2014 to 17, a large-scale project, ‘The User-involving Hospital’, was implemented at a Danish university hospital. Research highlights leadership as crucial for the outcome of change processes in general and for implementation processes in particular. According to the theory on organizational learning by Agyris and Schön, successful change requires organizational learning. Argyris and Schön consider that the assumptions of involved participants play an important role in organizational learning and processes. The purpose was to explore leaders’ assumptions concerning implementation of patient involvement methods in a hospital setting.MethodsQualitative explorative interview study with the six top leaders in the implementation project. The semi-structured interviews were conducted and analyzed in accordance with Kvale and Brinkmanns’ seven stages of interview research.ResultThe main leadership assumptions on what is needed in the implementation process are in line with the perceived elements in organizational learning according to the theory of Argyris and Schön. Hence, they argued that implementation of patient involvement requires a culture change among health care professionals. Two aspects on how to obtain success in the implementation process were identified based on leadership assumptions: “The health care professionals’ roles in the implementation process” and “The leaders’ own roles in the implementation process”.ConclusionThe top leaders considered implementation of patient involvement a change process that necessitates a change in culture with health care professionals as crucial actors. Furthermore, the top leaders considered themselves important facilitators of this implementation process.

From Barriers to Enablers: The Role of Organizational Learning in Transitioning SMEs into the Circular Economy

To contribute to small and medium enterprises’ (SMEs) sustainable transition into the circular economy, the study proposes the activation of organizational learning (OL) processes—denoted here as multi-level knowledge creation, transfer, and retention processes—as a key phase in introducing circular business models (CBMs) at SME and supply chain (SC) level. The research employs a mixed-method approach, using the focus group methodology to identify contextual elements impacting on CBM-related OL processes, and a survey-based evaluation to single out the most frequently used OL processes inside Italian construction SMEs. As a main result, a CBM-oriented OL multi-level model offers a fine-grained understanding of contextual elements acting mutually as barriers and drivers for OL processes, as possible OL dynamics among them. The multi-level culture construct—composed of external stakeholders’, SC stakeholders’, and organizational culture—identify the key element to activate CBM-oriented OL processes. Main implications are related to the identification of cultural, structural, regulatory, and process contextual elements across the external, SC, and organizational levels, and their interrelation with applicable intraorganizational and interorganizational learning processes. The proposed model would contribute to an improved implementation of transitioning into the circular economy utilizing sustainable business models in the construction SMEs.

The role of organizational learning in achieving strategic success: An analytical study of the opinions of a sample of college boards of a number of private universities in the city of Erbil

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