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The influence of organizational structure on organizational learning

Inocencia María Martínez‐León (Business Management Department, Technical University of Cartagena, Cartagena, Spain)
Jose A. Martínez‐García (Technical University of Cartagena, Cartagena, Spain)

International Journal of Manpower

ISSN: 0143-7720

Article publication date: 16 August 2011

Abstract

Purpose

The aim of this paper is to determine what type of organizational structure provides appropriate conditions for the development of organizational learning.

Design/methodology/approach

The approach is a research model, which is based on research within the field, using a formative conceptualization for organizational learning.

Findings

The framework makes clear that organizational learning varies according to the kind of structure (organic and mechanistic). The study of the different design variables (specialization, formalization, autonomy, centralization and indoctrination) allows us to deepen our understanding of different organizational learning implications.

Practical implications

Organic structural profile helps favour organizational learning and greater knowledge creation rather than mechanics profile. The critical variables that facilitate learning are centralization and indoctrination.

Originality/value

The article responds to the need to provide empirical evidence about the influence of organizational structure on organizational learning, advancing in the measure of this emergent field of management research, using this formative conceptualization.

Keywords

Citation

María Martínez‐León, I. and Martínez‐García, J.A. (2011), "The influence of organizational structure on organizational learning", International Journal of Manpower, Vol. 32 No. 5/6, pp. 537-566. https://doi.org/10.1108/01437721111158198

Publisher

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Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited