Zhenqiu (Laura) Lu

Bio: Zhenqiu (Laura) Lu is an academic researcher from University of Georgia. The author has contributed to research in topics: Organizational performance & Learning organization. The author has an hindex of 2, co-authored 2 publications receiving 39 citations.

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

Abstract: 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.

Learning Organization and Organizational Performance

Abstract: 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.

Current status and promising directions for research on the learning organization

Abstract: 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.

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

Abstract: 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.

Sustainability and Economic Performance: Role of Organizational Learning and Innovation

Abstract: The purpose of the current study is to examine the mediating role of organizational learning on a firm’s capabilities, corporate governance, leadership styles, and the firm’s sustainability. Moreover, the innovative culture used as a moderating variable between organizational learning and the firm’s sustainability. Data were collected from manufacturing organizations operating in Malaysia. This study used simple random sampling technique in data collection. Cross-sectional design and correlational design were used in meeting the objectives of the research. There were 550 questionnaires distributed among respondents,and only 382 questionnaires were returned back, 15 questionnaires were excluded from the 382 questionnaires because of misleading and missing values. Hence, in the final analysis, only 367 questionnaires were used. Findings reveal that organizational capabilities and corporate governance significantly enhance both organizational learning and a firm’s sustainability. Moreover, leadership styles significantly enhance organizational learning but have no influence on a firm’s sustainability. Organizational learning significantly mediates between organizational capabilities, corporate governance, leadership styles, and the firm’s sustainability. Organizational learning also has a significant influence on the firm’s sustainability. Finally, innovative culture significantly moderates between organizational learning and the firm’s sustainability. The practical contribution of this research is that the top management can focus on these indicators in measuring firm’s sustainability.

Learning organisation and lean production: an empirical research on their relationship

Abstract: This study aims at identifying the pairwise relationship between specific sets of Lean Production (LP) practices and Learning Organisation (LO) dimensions. More specifically, the association betwee...

Unpacking the black box: How intrapreneurship intervenes in the intellectual capital-performance relationship?

Abstract: Drawing largely upon resource orchestration theory, this study aims to contribute to the intellectual capital (IC) literature by testing a model where intrapreneurship mobilizes resources to trigger firm performance. More specifically, this study investigates how intrapreneurship mediates the relationship between IC and financial performance.,Data was collected using a structured questionnaire administered to a target sample of publicly-listed Iranian companies across a variety of sectors. Archival data supplemented the survey findings to capture financial performance. A structural equation modelling (SEM) approach, using LISREL, was used to assess the measurement and structural models.,The results supported the hypothesized associations among IC, intrapreneurship, and financial performance. Furthermore, the findings provided some evidence that IC is indirectly related to financial performance through the mediating role of intrapreneurship.,The focus on Iranian publicly listed companies limits the generalizability of results.,Managers need to align the company's strategic resources with other competencies such as intrapreneurial initiatives. The synthesis of knowledge resources and intrapreneurship can help organization to better organize, synchronize and support – i.e. “orchestrate” – their human and structural capital, improving the firm's social and innovation capital and eventually enhancing overall performance.,To our knowledge, this is the first study ever to explore the mediating role of intrapreneurship in the relationship between IC and financial performance from the resource orchestration lens.