Organizational learning paths based upon industry 4.0 adoption: An empirical study with Brazilian manufacturers

Р. Моиланен - исследователь из университета Ювяскюла (Финляндия) - попытался создать инструмент для целостного анализа обучающихся организаций и проверить его на валидность и надежность. Концептуальной основой его работы выступили теории научающейся организации (М. Педлер, Т. Бойделл, Дж. Бургойн, П. Сеньге и др.). Однако их разнообразие, по мнению автора, привело к созданию различных, мало сравнимых друг с другом диагностических инструментов. Автор выбрал холистскую точку зрения, согласно которой организация является целостной и управляемой системой, направленной на достижение различных целей. Соответственно организация обучается как целое. Проанализировав восемь существующих диагностических инструментов, автор сделал вывод, что они не направлены на цели измерения (в соответствии с теорией, лежащей в основе). Они также не проливают свет на возможности по их использованию в организациях. Автор разработал собственный измерительный инструмент - The Learning Organization Diamond Tool, основанный на концепции научающейся организации, рассматриваемой в качестве структуры десяти описываемых автором взаимосвязанных элементов (5 на уровне организации и 5 на уровне индивида). Вопросник состоит из 40 утверждений (20 сфокусированы на организационный уровень, другие 20 - на индивидуальный). Он направлен на создание целостной картины организации и выяснения ее актуального состояния. В исследовании, проведенном в 1998 г. в 25 финских организациях, были получены ответы от 691 человека. Целью исследования была проверка самого инструмента на разных группах респондентов, а не диагностика организаций. Надежность элементов вопросника варьировала от 0,51 до 0,86 (альфа Кронбаха). Валидность обеспечивалась представлением процесса перехода от теории к суждениям. Сравнение с другими диагностическими инструментами, разработанными для оценки научающихся организаций, показало их частичное несовпадение, так как их цели различны. В заключение автор говорит о необходимости разработки других инструментов для диагностики специфических целей. (С.А.Липатов)

Diagnostic tools for learning organizations (Инструменты диагностики научающейся организации)

This article examines the state of research on the learning organization in the field of HRD and future directions that hold promise for enriching our understanding of organizational learning and the learning organization. The article differentiates these two streams of research and explores areas where one body of research may be useful to the other. The article draws heavily on studies using the Dimensions of a Learning Organization Questionnaire (DLOQ©). Emerging work testing cross-cultural validity and levels of analysis, as well as social network analyses, shows promise in deepening our understanding of the construct. Finally, a case is made for the need for studies of learning organization interventions in order to continue to test the usefulness of the construct of a learning organization for HRD practitioners.

Current status and promising directions for research on the learning organization

The objective of this study is to see the mediating effect of innovative culture and organizational learning between leadership styles and organizational performance in Malaysian SMEs. Questionnaires were used to collect data from owners/managers and 950 questionnaires distributed by using postal and email strategy. Out of 950, only 409 questionnaires returned back, 25 questionnaires have missing values and eliminated from a sample, and only 384 questionnaires were used for final analysis. Findings reveal that leadership styles have a significant influence on organizational learning, innovative culture, and organizational performance. Innovative culture and organizational learning have a significant influence on organizational performance. Moreover, innovative culture and organizational learning significantly mediate between leadership styles and organizational performance. In practical term, the current study contributes for managers/owners in SMEs to focus leadership styles with innovative culture and organizational learning in their decision making if they want to enhance their organizational performance. This study is one of the pioneer studies that test leadership styles at third-order with the combination of two mediating variables innovative culture and organizational learning with organizational performance.

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Mediating effect of innovative culture and organizational learning between leadership styles at third-order and organizational performance in Malaysian SMEs

In the face of a changing and turbulent environment, an organizational learning culture (OLC) is crucial for the long-term operation of an organization. A learning culture provides the capacity to effectively integrate employees, and it also provides structure so that an organization can move forward via continuous learning and change. Few empirical results are available from Chinese companies enduring an organizational change. To bridge this research gap, this study investigated the relationships among an OLC, job satisfaction, turnover intentions and job performance during organizational change.,A quantitative approach with structural equation modeling (SEM) and bootstrapping estimation was used to test hypotheses developed from a sample of 434 employees in a restructured telecommunications company in Taiwan.,Employees who experienced a higher learning culture had lower levels of turnover intentions and exhibited better job performance. Job satisfaction had a negative impact on employee turnover intentions but a positive impact on job performance. Moreover, job satisfaction fully mediated the relationships between an OLC and employee turnover intentions and job performance. When encountering organizational planned changes, a vibrant learning culture gave employees a higher level of satisfaction in their jobs and workplace. Although unexpected challenges often appeared during the organizational changes, employees with a higher level of job satisfaction tended to fulfill their own job duties and showed fewer turnover intentions.,In investigating issues related to organizational change, this study provides managerial insights and addresses strategies for facilitating the adoption of an OLC into the design and implementation of a better workplace environment.

Employee turnover intentions and job performance from a planned change: the effects of an organizational learning culture and job satisfaction

Purpose




The purpose of this study is to examine the relationships among a learning organization, knowledge and financial performance using the Dimensions of the Learning Organization Questionnaire and its abbreviated version.




Design/methodology/approach




This study used a secondary data set and performed second-order factor analysis and structural equation modeling for testing the proposed relationships.




Findings




The study found that a learning organization has a positive effect on knowledge performance; knowledge performance has a positive effect on financial performance; and knowledge performance fully mediates the relationship between a learning organization and financial performance.




Research limitations/implications




This study contributes to validating the current dimensionality of the theoretical framework of a learning organization proposed by Watkins and Marsick (1993, 1996) and offers a valid conceptual framework of the relationship among the learning culture and organizational performance dimensions.




Practical implications




This study re-stresses the significance of the learning and knowledge generated by the human resources of an organization and developed by human resource development practitioners.




Originality/value




This study is valuable to human resource development scholars and practitioners interested in improving and measuring organizational performance.

The impact of a learning organization on performance: Focusing on knowledge performance and financial performance

One of the strategic ways of continuing sustainable success is becoming a learning organization, an ideal environment for securing organizational performance. This chapter begins by reviewing the literature on a learning organization and organizational performance focusing on their research context, instruments, analytic methods, and empirical findings. Then, it discusses the importance of a learning organization in promoting organizational performance, especially an organization’s capacity of connecting it to its external environment and the existence of leadership that supports learning. This chapter further addresses the stronger relationship between a learning organization and non-financial performance together with the necessity of dimensionalizing organizational performance and developing corresponding measures. Lastly, this chapter suggests methodological recommendations for future studies.

Learning Organization and Organizational Performance

This case history describes a learning culture intervention initiative with an international rescue organization focused on expanding conceptions of learning from a traditional training approach to one focused on integrating informal and incidental learning approaches to create a learning culture. It reflects on the intervention process and outcomes and offers insights for evidenced-based practice.

Kyoungshin Kim

Papers

Current status and promising directions for research on the learning organization

The impact of a learning organization on performance: Focusing on knowledge performance and financial performance

Learning Organization and Organizational Performance

Changing Learning Paradigms in a Global Health Agency