The Learning Organization: Volume 31 Issue 2

The role of leadership in organizational learning in multinational companies

Torbjørn Hekneby, Trude Høgvold Olsen

This paper aims to conceptualize the role of leadership in organizational learning processes in multinational companies (MNCs). The authors present a model describing how managers…

The effect of humble leadership on the success of international development projects: the mediating role of organizational learning

Kesner Remy, Seydou Sané

The purpose of this paper is to examine the effect of humble leadership on project success. In addition, we examine the mediating effect of organisational learning on the…

Leadership styles, collaborative integrative behavior and ambidexterity in university research groups

Robinsson Cardona-Cano, Esteban López-Zapata, Juan Velez-Ocampo

The purpose of this study is to understand the influence of the transformational, transactional and laissez-faire leadership styles and collaborative integrative behavior of the…

The role of organizational learning and innovative organizational culture for ambidextrous innovation

Mohammad Khalid AlSaied, Abdullah Abdulaziz Alkhoraif

In the era of hyper-competitiveness, firms, especially project-based management structures, have to focus on ideas for both new and existing sets of products and services, i.e…

Links connecting organizational socialization, affective commitment and innovative work behavior

Nuri Gökhan Torlak, Taylan Budur, Noor Us Sabbah Khan

This study aims to investigate the relationships between affective commitment (AC), innovative work behavior (IWB) and organizational socialization strategies (training, coworker…

How can prosocial silence be golden? The roles of commitment to learning and organizational support

Meral Kızrak, Hakkı Okan Yeloğlu

Drawing from organizational learning theory, social exchange theory and positive psychology approach, this study aims to examine the relationship between commitment to learning…

Leader feedback seeking from peers: extending the boundary of lateral feedback seeking

Prasad Oommen Kurian, Sheldon Carvalho, Charles Carvalho, Fallan Kirby Carvalho

The lateral feedback seeking literature has primarily examined lower-level employees’ feedback seeking from peers. Thus, the authors still know very little about feedback seeking…

Working and learning in a hybrid workplace: challenges and opportunities

Nataša Rupcic

Develop and support leaders who promote organizational learning

Yoshinobu Nakanishi