Linking organisational learning to organisational performance and success: Singapore case studies

Abstract

This paper addresses the development of organisational learning, which involves various groups of people and different stages. It further explores the link between organisational learning and performance outcomes, providing an insight into the various interpretations of organisational success associated with learning. The study was conducted through in‐depth interviews and data were collected from four Singapore organisations from the private and public sectors. Data were subsequently analysed using qualitative techniques of content analysis, particularly within‐case analysis, cross‐case analysis, matrix displays and pattern matching. Findings addressed most of these issues adequately but revealed that there were several aspects on the linkage between learning and performance that had not been mentioned in the literature. The main contribution of this theory‐building study is the development of an empirically confirmed, theoretical and practical model of the influences of organisational learning on organisational performance and success.

Citation

Yeo, R. (2003), "Linking organisational learning to organisational performance and success: Singapore case studies", Leadership & Organization Development Journal, Vol. 24 No. 2, pp. 70-83. https://doi.org/10.1108/01437730310463260