Search results
1 – 10 of over 87000Md Shariful Alam Khandakar and Faizuniah Pangil
The purpose of this paper is to explain the mediation effect of affective commitment on the relationship between human resource management practices and informal workplace learning…
Abstract
Purpose
The purpose of this paper is to explain the mediation effect of affective commitment on the relationship between human resource management practices and informal workplace learning.
Design/methodology/approach
This paper develops a conceptual framework along with propositions by integrating comprehensive literatures, in the field of human resource management, affective commitment and informal workplace learning. Through the review of detail literature and based on the situated learning theory (Lave and Wenger, 1991) and organizational support theory (Eisenberger et al., 1986; Rhoades and Eisenberger, 2002; – and Eisenberger, 2006), it is proposed that eight human resource practices could affect informal workplace learning. Moreover, it is also argued that affective commitment could mediate the relationship between HRM practices and informal workplace learning.
Findings
This paper provides a conceptual framework on human resource management practices and informal workplace learning which is mediated by affective commitment.
Originality/value
None of the models presented in the literature details the mediation of affective commitment on the relationship between human resource management practices and informal workplace learning which is mediated by affective commitment as indeed the most recent research on the subject envisages.
Details
Keywords
Lien Thi Pham and Ha Viet Hoang
The purpose of this paper is to explore the relationship between organizational learning capability and business performance of Vietnamese firms.
Abstract
Purpose
The purpose of this paper is to explore the relationship between organizational learning capability and business performance of Vietnamese firms.
Design/methodology/approach
Based on the literature review, the authors proposed five hypotheses covering the relationships between different dimensions of organizational learning capability and business performance. Data collected from a survey of 160 Master of Business Administration students working in different firms in Vietnam were analyzed to test the proposed hypotheses.
Findings
The results confirmed that organizational learning capability has positive effect on business performance. Moreover, two out of four dimensions of organizational learning capability are having positive relationship with business performance (management commitment to learning and “knowledge transfer and integration”).
Practical implications
The paper gives some suggestions for firms to improve their business performance through enhancing organizational learning capability.
Originality/value
This study provides important insights into the recognized yet under-researched relationship between organizational learning capability and business performance and confirms that organizational learning capability has a positive impact on business performance in Vietnam context.
Details
Keywords
Sandra S. Liu and Yi‐Zheng Shi
The past two decades have witnessed significant changes in China as it has moved from a centrally planned economy to a more market‐oriented one. As a socialist nation, state owned…
Abstract
The past two decades have witnessed significant changes in China as it has moved from a centrally planned economy to a more market‐oriented one. As a socialist nation, state owned enterprises (SOEs) continue to comprise a dominant part of economic activity in China. While many SOEs are inefficient and incur losses, economic reforms since the late 1970s have brought about irrevocable changes in the manner in which Chinese SOEs conduct their business. The important agenda for the Chinese government now is how to “vitalize” state sectors and ensure that SOEs are able to strive for their own survival. SOEs therefore are exploring ways to improve the productivity of their current operation and to enhance innovativeness in their business development, including seeking financial and technological resources overseas. The varying levels of market‐orientation in SOEs present diverse outcomes for the SOEs. This study attempts to evaluate the extent to which the SOEs have adopted market‐based organizational learning (Sinkula, Baker, and Noordewier 1997), market orientation (Deshpande and Farley 1998), entrepreneurial orientation (Smart and Conant 1994), and learning and innovativeness (Hurley and Hult 1998).
Details
Keywords
This paper addresses the development of organisational learning, which involves various groups of people and different stages. It further explores the link between organisational…
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.
Details
Keywords
Thanh Tung Do and Ngoc Khuong Mai
This study aims to systematically review empirical research on the relationship between organizational learning (OL) and firm performance (FP) to evaluate how far the field has…
Abstract
Purpose
This study aims to systematically review empirical research on the relationship between organizational learning (OL) and firm performance (FP) to evaluate how far the field has come.
Design/methodology/approach
This study follows a systematic, transparent and replicable approach suggested by Vom Brocke et al. (2009) to conduct a systematic review. A total of 52 empirical studies published over the years 1999–2019 was retrieved and analyzed.
Findings
Three key themes related to the OL–FP relationship have emerged from the review. First, research on OL and FP has been quantitatively conducted in a variety of countries and sectors. Second, dimensions of OL foster both financial and non-financial performance of firms through their combinations and interactions. Third, the relationship between OL and FP is mediated by organizational innovation.
Research limitations/implications
The literature search returned only quantitative studies on OL and FP, which was accepted within the scope of this review. Future studies are encouraged to systematically examine case studies and qualitative research on OL and FP.
Practical implications
This review demonstrates that FP can be improved through different dimensions of OL. Based on our findings, managers wanting to enhance the performance of their firms can analyze the demand for OL and develop those OL dimensions.
Originality/value
This is among the first systematic literature reviews on OL and FP. The findings of this study also contribute to the previously scattered understanding of OL and FP.
Details
Keywords
This study explores learning climates within a financial services organisation. Through the use of survey and case study strategies and analysis of secondary data available within…
Abstract
This study explores learning climates within a financial services organisation. Through the use of survey and case study strategies and analysis of secondary data available within the organisation, it assesses the current state of individual, team and organisational learning in the organisation and the managers’ roles in promoting a learning climate. The conclusions drawn from this research lead to recommendations for a series of actions, which, if adopted, would help to establish the need for a learning climate and a wider and deeper understanding of the nature of learning in the organisation. Initial practical steps are outlined to put into place activities that would add value to the organisation, enhance its learning capabilities and develop its learning climate. Research implications are also discussed.
Details
Keywords
This study aims to investigate how the relationship between two aspects of career management – the practice of career development activities by the organization (organizational…
Abstract
Purpose
This study aims to investigate how the relationship between two aspects of career management – the practice of career development activities by the organization (organizational career development) and career development activities by the individual (career self‐management), and affective and normative commitment levels, are influenced by the value that employees place on the career development offerings of their organizations.
Design/methodology/approach
Empirical evidence was drawn from 196 manager members of the Australian Institute of Management. Hierarchical moderated regression analysis was used to test the hypothesized relationships of the model.
Findings
Levels of affective and normative commitment improved when organizations provided continuous learning to managers. This was the case, for career management both by the individual, and by the organization. In particular, normative commitment was strongest for those who valued the continuous learning they received while managing their own careers. For the group of managers who experienced organizational career development the opposite was the case. Continuous learning provided by the organization improved their levels of affective commitment.
Research limitations/implications
Organizations must understand the needs of their staff so that they can provide career management practices that are valued and can enhance their levels of affective and normative commitment.
Originality/value
The paper highlights the importance of organizations paying attention to what individuals value so that they may fit with the organization and enhance their commitment to it. It also draws attention to career self‐management as a positive organizational initiative.
Details
Keywords
Hanan AlMazrouei, Virginia Bodolica and Robert Zacca
This study aims to examine the relationship between cultural intelligence and organisational commitment and its effect on learning goal orientation and turnover intention within…
Abstract
Purpose
This study aims to examine the relationship between cultural intelligence and organisational commitment and its effect on learning goal orientation and turnover intention within the expatriate society of the United Arab Emirates (UAE).
Design/methodology/approach
A survey instrument was developed to collect data from 173 non-management expatriates employed by multinational corporations located in Dubai, UAE. SmartPLS bootstrap software was used to analyse the path coefficients and test the research hypotheses.
Findings
The results demonstrate that cultural intelligence enhances both learning goal orientation and turnover intention of expatriates. Moreover, organisational commitment partially mediates the relationship between cultural intelligence and turnover intention/learning goal orientation.
Originality/value
This study contributes by advancing extant knowledge with regard to cultural intelligence and organisational commitment effects on turnover intention and learning goal orientation of expatriates within a context of high cultural heterogeneity.
Details
Keywords
Milan Delić, Terje Slåtten, Bojana Milić, Uglješa Marjanović and Srđan Vulanović
The aim of this study is to examine how and in what way authentic leadership and affective employee commitment foster the learning organisation in the context of transitional…
Abstract
Purpose
The aim of this study is to examine how and in what way authentic leadership and affective employee commitment foster the learning organisation in the context of transitional market conditions. Acting as role factors, their relationships with the learning organisation were examined simultaneously, at leadership and employee level.
Design/methodology/approach
The study was conducted on a sample of 500 employees from various industries of Serbian transitional economy. For the research purposes, structural equation modeling (SEM) methodology was used.
Findings
The findings reveal that authentic leadership and employee commitment both play an important role. Specifically, authentic leadership directly and indirectly affects the learning organisation. The indirect effect is partially mediated by the employee affective commitment.
Research limitations/implications
The focus of this study is limited to the role of authentic leadership in fostering the learning organisation. Apart from leadership and employee commitment, it might be assumed that other variables have the potential to play a role in fostering the learning organisation as well.
Originality value
To the best of the authors’ knowledge, no previous study has focused on authentic leadership and employee commitment as an “enabling-mechanism” in fostering learning organisations in the context of transitional economies. Consequently, this paper provides theoretical and practical implications on how and in what way they impact a learning organisation by empirically studying them in the context of transitional market conditions.
Details
Keywords
Pawan Budhwar, Andy Crane, Annette Davies, Rick Delbridge, Tim Edwards, Mahmoud Ezzamel, Lloyd Harris, Emmanuel Ogbonna and Robyn Thomas
Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce …
Abstract
Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce – not even, in many cases, describing workers as assets! Describes many studies to back up this claim in theis work based on the 2002 Employment Research Unit Annual Conference, in Cardiff, Wales.
Details