The purpose of this chapter is to extend research and theory on learning and performance orientations to multiple levels of analysis. We begin by introducing a model describing the impact of individual learning and performance orientations on attentional focus, response to failure, experimentation, and motivation, and identify potential sources of these orientations. We then describe how learning and performance orientations are linked to incremental and profound change, and theoretically based propositions are presented to guide future research efforts. Leadership, organizational learning, and strategic human resource management are discussed in relation to the model, and implications of the framework for future research and practice are revealed.
Gully, S.M. and Phillips, J.M. (2005), "A Multilevel Application of Learning and Performance Orientations to Individual, Group, and Organizational Outcomes", Martocchio, J.J. (Ed.) Research in Personnel and Human Resources Management (Research in Personnel and Human Resources Management, Vol. 24), Emerald Group Publishing Limited, Bingley, pp. 1-51. https://doi.org/10.1016/S0742-7301(05)24001-XDownload as .RIS
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