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Organizational learning capability, innovation and performance: study in small and medium-sized enterprises (SMES)

Training and performance: The mediating role of organizational learning

The purpose of this paper is to analyse the underlying mechanisms of organisational learning within public research labs. Results of individual cognitive maps and congregate map, based on a critical case study, show inertia in the organisational learning with negative effects on strategic change and scientific performances of the public research institution. Some main causes of this organisational (un)learning are the effects of friction on the intra-organisational communication among researchers and scientific groups driven by hasty restructuring, high bureaucratisation of public bodies, low coordination and incentives of public servants. Some management implications of learning organisation are discussed.

Organisational (Un)Learning of Public Research Labs in Turbulent Context

Learning Organization and its Effect On Organizational Performance and Organizational Innovativeness: A Proposed Framework for Malaysian Public Institutions of Higher Education

Purpose – The purpose of this paper is to propose and validate a measurement scale to capture organizational learning capabilities (OLC) and examine how OLC affects innovation. There are several models in the literature that have been generated by statistical data from manufacturing firms. This paper presents a structural equation model in order to measure OLC in Iranian ceramic tile manufacturers. The proposed model has five dimensions – i.e. managerial commitment and empowerment, experimentation, risk taking, interaction with the external environment and openness and knowledge transfer and integration – and is evaluated by 23 items.Design/methodology/approach – Data were collected from 18 Iranian ceramic tile manufacturers. The survey was sent to employees of the business section of each factory and a total of 173 valid questionnaires were obtained and used to test the research model, employing confirmatory factor analysis (CFA), a particular analysis of structural equation modeling methods.Findings – I...

Organizational learning measurement and the effect on firm innovation

Purpose – The purpose of this paper is to develop an integrated measurement scale for an organizational learning system by capturing the learning enablers, learning results and performance outcome in an organization.Design/methodology/approach – A new measurement scale was developed by integrating and modifying two existing scales, identified through a literature survey. The new scale was validated through the responses of 502 managerial employees from 14 thermal power plants of the largest power company in India.Findings – There were scales, which measure learning enablers or learning achieved or learning in general or the relation between some forms of learning with performance. This study could integrate learning enablers at three levels, learning achieved at three levels, and the organizational outcome in the form of performance in a single scale.Research limitations/implications – The research study took place within the largest organization in one industry to control for potential industry effects a...

An integrated scale for measuring an organizational learning system

This paper explores the important question 'how the learning entities – individual, group or organisation – are affecting organisational performance'. The answer is important for promoting learning and improving performance. This empirical study in the leading power utility in India found that there is a positive relation between individual- and organisational-level learning and organisational performance. However, a direct relation between group-level learning and organisational performance is not strong. It is the organisational-level learning that is critically important to performance. Hence, there is a need for special emphasis by organisations on formal (forms, rules, procedures, policies, technologies, physical structure of the workplace or work processes) and informal (culture, beliefs and paradigms) mechanisms to enhance organisational-level learning, hence performance.

Organisational Learning and Performance--An Empirical Study.

The idea that an organisation could learn in ways that were independent of the individuals was a key breakthrough. This paper explores the important question ‘how are the learning entities – individual, group or organisation –related’? The answer is important for promoting learning by an organisation. This empirical study found that there is a relation between all the levels of learning – individual, group and organisational – with each other. However, a direct relation between organisational level learning and individual level learning is not sufficiently strong. That means group level learning mediates between individual level learning and organisational level learning. Thus, groups are also important learning entities. But more importantly, there is a need for special emphasis by organisations on roles and rules, routines, practices and standing operating procedures, culture, information systems, the physical structure of the workplace and sources outside the organisation.

C. Jyothibabu

Papers

An integrated scale for measuring an organizational learning system

Organisational Learning and Performance--An Empirical Study.

The learning entities in organisational learning â an empirical study