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Article
Publication date: 7 March 2016

Hester van Breda-Verduijn and Marjoleine Heijboer

The purpose of this paper is to clarify the way an organizational culture forms the right breeding ground for continuous learning. More and more organizations feel the…

4131

Abstract

Purpose

The purpose of this paper is to clarify the way an organizational culture forms the right breeding ground for continuous learning. More and more organizations feel the urgency for innovation and continuous improvement. Learning is a key issue in this. A powerful culture of learning forms an effective breeding ground for continuous learning. That is the reason why in this paper the concept of “learning culture” will be analyzed: how will it contribute to continuous improvement and innovation? The authors will answer this question by taking the perspective of an organizational learning anthropologist.

Design/methodology/approach

The paper combines the perspective of educational sciences and cultural anthropology, and is based on a variety of professional literature. The main point of reference is the model of organizational culture of Schein (1999).

Findings

Each organization has its own unique learning culture. A learning culture is considered effective when it is supporting the organizational objectives. And a learning culture is effective when it forms an effective breeding ground for the learning needed within the organization.

Practical/implications

This perspective will bring learning and development professionals new ways of looking at the learning issues and solutions in their organizations. They will get acquainted with the method to analyze the learning culture in their own organization. They will understand how their organizational culture can influence learning issues. Besides that, they will get some ideas on how to improve the learning culture of their organization.

Originality/value

This paper combines insights from cultural anthropology and educational sciences.

Details

Industrial and Commercial Training, vol. 48 no. 3
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 18 March 2022

Cataldo Giuliano Gemmano, Amelia Manuti and Maria Luisa Giancaspro

The purpose of the study was to explore the moderating role of organizational learning culture in the relationship between training transfer and work performance.

Abstract

Purpose

The purpose of the study was to explore the moderating role of organizational learning culture in the relationship between training transfer and work performance.

Design/methodology/approach

A convenience group of 164 workers filled in an online questionnaire based on retrospective data about the last training experience they attended. Participants were 87 workers who attended an online course within the last six months. A moderated path analysis was tested to highlight the moderating role of learning culture in the relationships between training transfer and three dimensions of work performance (i.e. proficiency, adaptivity and proactivity), controlling for gender, age, training contents and length.

Findings

Training transfer and learning culture were positively related to each dimension of work performance. Learning culture showed a significant moderation effect in the relationship between training transfer and each dimension of work performance, namely proficiency, adaptivity and proactivity.

Originality/value

The study highlighted the role of organizational learning culture in influencing the process of training transfer: culture was proved to be associated not only with proficiency, adaptivity and proactivity but also to contribute creating the positive conditions that may allow training transfer.

Details

Journal of Workplace Learning, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1366-5626

Keywords

Abstract

Details

Knowledge Economies and Knowledge Work
Type: Book
ISBN: 978-1-78973-778-3

Abstract

Details

Learning Organizations
Type: Book
ISBN: 978-1-83982-431-9

Book part
Publication date: 3 September 2021

Thushari Welikala and Ronald Barnett

The internationalisation of teaching and learning in higher education necessarily invokes the concept of culture with its emphasis on improving cultural awareness and…

Abstract

The internationalisation of teaching and learning in higher education necessarily invokes the concept of culture with its emphasis on improving cultural awareness and developing intercultural competency. However, how students and academics respond to manifestations of culture in teaching and learning and how their perceptions have changed over the years have seldom been explored. Drawing on data from four studies on internationalisation, three paradigms of cultural responses in teaching and learning are identified: (1) a multicultural paradigm; (2) an intercultural paradigm; and (3) a post-cultural paradigm. Within institutions, all three paradigms co-occur, in different degrees. However, there are intimations here of a shift in the balance of the three paradigms over time. Further, this chapter poses questions about the pedagogical implications for internationalisation and interculturality in higher education so suggesting the opening of a future research programme on the relationship between pedagogy and culture.

Details

Teaching and Learning in Higher Education: The Context of Being, Interculturality and New Knowledge Systems
Type: Book
ISBN: 978-1-80043-007-5

Keywords

Open Access
Article
Publication date: 21 October 2021

Wioleta Kucharska

This study aims to present the overview of intellectual capital creation micro-mechanisms concerning formal and informal knowledge processes. The organizational culture

1293

Abstract

Purpose

This study aims to present the overview of intellectual capital creation micro-mechanisms concerning formal and informal knowledge processes. The organizational culture, transformational leadership and innovativeness are also included in the investigation as ascendants and consequences of the focal relation of intellectual capital and knowledge processes.

Design/methodology/approach

Based on a sample of 1,418 Polish knowledge workers from the construction, healthcare, higher education and information technology (IT) industries, the empirical model was developed using the structural equation modeling (SEM) method.

Findings

The study exposes that the essence of transformational leadership innovativeness oriented is developing all intellectual capital components. To do so, leaders must support both formal and informal knowledge processes through the organizational culture of knowledge and learning. Furthermore, for best results of the knowledge transformation into intellectual capital, the learning culture must be shaped by both components: learning climate and acceptance of mistakes.

Practical implications

Presented findings can be directly applied to organizations to enhance innovativeness. Namely, leaders who observe that the more knowledge is formally managed in their organizations, the less effective the knowledge exchange is-should put more effort into supporting informal knowledge processes to smoothly develop human and relational intellectual capital components. Shortly, leaders must implement an authentic learning culture, including the mistakes acceptance component, to use the full organizational potential to achieve intellectual capital growth. Intellectual capital growth is essential for innovativeness.

Originality/value

This study presents the “big picture” of all intellectual capital creation micro-mechanisms linking transformational leadership with organizational innovativeness and explains the “knowledge paradox” identified by Mabey and Zhao (2017). This explanation assumes that intellectual capital components are created informally (i.e. human and relational ones) and formally (i.e. structural ones). Therefore, for best effects, both formal and informal knowledge processes, must be supported. Furthermore, this study exposes that the intensity of all explored micro-mechanisms is industry-specific.

Article
Publication date: 10 December 2020

Liz Cavallaro and William J. Nault

This paper aims to explore the cultivation of a learning culture in the US Navy (USN). The intent of preparing and sharing this research is to reveal the particular…

Abstract

Purpose

This paper aims to explore the cultivation of a learning culture in the US Navy (USN). The intent of preparing and sharing this research is to reveal the particular challenges of developing learning organization capability in national security organizations. This paper believes this effort will contribute to the evolution and establishment of learning organization models that are replicable across and adaptable to distinct industrial settings.

Design/methodology/approach

Several efforts were explored and assessed by applying relevant research in the learning organization literature to trends in current organizational practice within the USN.

Findings

Recent USN learning culture efforts align with the broader, multi-sector, global trend toward building learning organizations to develop people as a source of competitive advantage. This research reveals the trials of enabling learning organizations across large, hierarchical bureaucracies with substantial structural and cultural barriers. The myriad obstacles currently being addressed by the USN, both at an institutional level and at smaller organization and unit levels, can inform the development of learning cultures. In particular, this research highlights the need to align specific efforts to the appropriate level of the organization.

Originality/value

This paper contributes to the learning organization conversation by examining the associated challenges through a multi-level framework – top, middle and bottom.

Details

The Learning Organization, vol. 28 no. 3
Type: Research Article
ISSN: 0969-6474

Keywords

Article
Publication date: 4 January 2013

Angelos Pantouvakis and Nancy Bouranta

The aim of this paper is to develop a theoretical framework and conduct an empirical study across different service sectors to investigate the inter‐relationships between…

7240

Abstract

Purpose

The aim of this paper is to develop a theoretical framework and conduct an empirical study across different service sectors to investigate the inter‐relationships between organizational learning culture, employee job satisfaction and their impact on customer satisfaction. It also aims to examine an individual‐level variable (educational level) to see if it exerts possible moderating effects on the aforementioned relationships.

Design/methodology/approach

A structured questionnaire was used to collect data from employees in three companies that belong to different service sectors (port, supermarket and automobile repair service). A sample of 437 usable questionnaires from first line employees was collected. Regression analysis, including a moderated mediation analysis, was used to examine the relationships.

Findings

The results confirmed the mediating role of employee job satisfaction on the relationship between organizational learning culture and customer satisfaction. In addition, this study empirically supported the premise that the indirect effect of organizational learning culture on customer satisfaction via employee job satisfaction will be stronger when employee education is at a high level than when employee education is at a lower level.

Originality/value

This study highlights that when the employees are supported by their organization's culture, not only are they provided with new knowledge and skills, but they are also more likely to be satisfied by their jobs. This spurs them to offer high‐quality services that will satisfy their customers' needs.

Details

The Learning Organization, vol. 20 no. 1
Type: Research Article
ISSN: 0969-6474

Keywords

Article
Publication date: 17 May 2013

Talat Islam, Saif ur Rehman Khan, Ungku Norulkamar Ungku Bt. Ahmad and Ishfaq Ahmed

In this global era every organization aims to retain its key workers through salary, incentives, rewards and recognition. Organizational learning culture and leaders'…

6121

Abstract

Purpose

In this global era every organization aims to retain its key workers through salary, incentives, rewards and recognition. Organizational learning culture and leaders' support are amongst those aspects that have not been focused on extensively by organizations to retain their key employees. The present study aims to investigate the relationship between organizational learning culture, leader‐member exchange quality, organizational commitment and turnover intention.

Design/methodology/approach

A total of 415 employees working in Malaysian banks were approached on the basis of convenience sampling. Respondents were asked about leader‐member exchange, organizational learning culture, organizational commitment and their intention to leave the organization through a questionnaire‐based survey.

Findings

Leader‐member exchange, organizational learning culture and organizational commitment are found to correlate with each other. Furthermore, structural equation modeling confirms that organizational commitment performs the role of mediator between organizational learning culture and turnover intention.

Research limitations/implications

HR managers should know the importance of leaders' support and learning environment, as these affect employees' level of commitment, which ultimately reduces their intentions to leave the organization. Limitations are also discussed.

Originality/value

The current study elucidates the importance of learning culture for both employers and employees. It produces several unique findings and managerial takeaways for building a better organizational environment for employees to learn and stay with the organization.

Details

The Learning Organization, vol. 20 no. 4/5
Type: Research Article
ISSN: 0969-6474

Keywords

Article
Publication date: 7 August 2017

Teresa Rebelo and Adelino Duarte Gomes

Interest in the relationship between organizational culture and performance is not new but it still attracts considerable attention from researchers. In the literature on…

2021

Abstract

Purpose

Interest in the relationship between organizational culture and performance is not new but it still attracts considerable attention from researchers. In the literature on organizational learning, organizational culture is mainly conceived as an essential condition to facilitate and support learning and consequently as an important feature in achieving organizational performance nowadays. In the scope of this research topic, the purpose of this paper is to analyze the effect of organizational learning culture on two organizational outcomes – profitability and customer satisfaction, and the mediation effect of total quality management (TQM) in these relationships.

Design/methodology/approach

The data were collected from 107 firms and the technique used for data analysis was structural equation modeling.

Findings

The results reveal a positive direct impact of organizational learning culture on organizational profitability and a positive indirect effect, through TQM, on customer satisfaction.

Originality/value

These findings support to a body of literature that claims the relevance of developing a cultural orientation toward learning in organizations in order to contribute to organizational success. This study also takes into account some methodological features in order to increase the quality of culture-performance research.

Objetivo

O interesse na relação entre cultura organizacional e performance, embora não sendo novo, continua a atrair uma atenção considerável da investigação. Na literatura sobre aprendizagem organizacional, a cultura organizacional é maioritariamente entendida como uma condição essencial para facilitar a aprendizagem nas e das organizações e, consequentemente, como um aspeto importante para garantir um desempenho organizacional positivo. No âmbito desta temática, este estudo analisa o efeito de uma cultura organizacional orientada para a aprendizagem em dois tipos distintos de resultados organizacionais – a rentabilidade e a satisfação do cliente, assim como o papel mediador da gestão pela qualidade total nestas relações.

Método

Os dados foram recolhidos numa amostra de 107 empresas e utilizaram-se modelos de equações estruturais para a sua análise.

Resultados

Os resultados revelam um efeito positivo direto da cultura de aprendizagem na rentabilidade e um efeito positivo indireto, via gestão pela qualidade total, na satisfação dos clientes.

Originalidade/Valor

Estes resultados são consonantes com a literatura que defende a relevância de desenvolver uma orientação cultural para a aprendizagem nas organizações, de forma a contribuir para o sucesso organizacional. Este estudo tem, igualmente, em consideração vários aspetos metodológicos que visam contribuir para a qualidade da investigação da relação cultura-performance.

1 – 10 of over 114000