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1 – 3 of 3This research examines the principal assumption underlying the learning organization literature that organizational learning leads to increased organizational performance and…
Abstract
This research examines the principal assumption underlying the learning organization literature that organizational learning leads to increased organizational performance and explores the role of organizational learning, culture and focused learning on organizational performance. The study is based on a stratified sample of 181 UK construction firms and adopts a structural equation methodology. As no scales exist from prior research, a new instrument is developed for a learning organization. The results suggest that double‐loop learning and cooperative cultures have a positive effect on organizational performance. The effect of competitive forces means that organizational learning focused on efficiency and proficiency leads to competitive advantage in the UK construction industry.
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Draws attention to the growing importance of learning as a majorcompetitive base, which has given rise to the notion of the learningorganization. Some commentators believe that…
Abstract
Draws attention to the growing importance of learning as a major competitive base, which has given rise to the notion of the learning organization. Some commentators believe that the only source of sustainable competitive advantage is likely to be the ability of companies to learn faster than their competitors. Reviews the literature of strategic change and competition and supports the process view of the impermanence of a firm′s strategic position and the fragility of the bases of competition. Explores the relationships between the learning processes and strategic change, and develops a conceptual framework of a “competitive learning organization” which highlights the current lack of emphasis on the competitive dimension in many models of the learning organization. Proposes a model which promotes learning at different levels in the organization and a learning focus which encompasses the need to understand the dynamics of competitive forces, the satisfaction of change customer needs and the importance of systems thinking.
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James Barlow and Ashok Jashapara
The paper explores the role of construction industry “partnering” ‐ the development of closer collaborative links between firms ‐ in stimulating organisational learning. Drawing…
Abstract
The paper explores the role of construction industry “partnering” ‐ the development of closer collaborative links between firms ‐ in stimulating organisational learning. Drawing on case studies of partnering relationships involving large clients (British Petroleum, NatWest Bank, McDonald’s, Selfridges, Safeway) and over 40 of their contractors and suppliers, discusses the factors which influence the transfer of knowledge between organisations, the different levels at which learning takes place (e.g. individual, team, organisational) and the extent to which double‐loop learning can be observed.
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