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Exploring relationship between learning organizations dimensions and organizational performance

A. Uday Bhaskar (Department of Human Resources, Institute of Management Technology, Ghaziabad, India)
Bijaya Mishra (Human Resource Management, Indian Institute of Management, Ranchi, India)

International Journal of Emerging Markets

ISSN: 1746-8809

Article publication date: 17 July 2017




The purpose of this paper is to study the validity of the concept of learning organization through the use of the Dimensions of Learning Organization Questionnaire (DLOQ) in an Indian public sector organization. Literature on learning organizations was reviewed to ascertain the sample organization’s progress toward becoming a learning organization. The current research also tries to explore the relationship (if any) between learning organization dimensions and organizational performance.


The study employed a survey method for collecting data from 204 respondents from the sample organization. The data were statistically analyzed and interpretations were made.


The study reveals that the sample organization scores high on the various learning organization dimensions (seven dimensions of DLOQ), which in turn impact knowledge performance and financial performance. Learning organization practices and processes are prevalent in the sample organization and it is progressing well toward its vision of becoming a learning organization (mentioned in its HR vision).

Research limitations/implications

The data for the study were collected from a single sample organization. Hence, any sweeping generalization of the results needs to be made with caution.


This research demonstrates the impact of the four levels of specific learning organization dimensions on its knowledge and financial performance in the context of an emerging country like India.



Bhaskar, A.U. and Mishra, B. (2017), "Exploring relationship between learning organizations dimensions and organizational performance", International Journal of Emerging Markets, Vol. 12 No. 3, pp. 593-609.



Emerald Publishing Limited

Copyright © 2017, Emerald Publishing Limited

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