Effects of Organizational Learning Mechanisms on Organizational Performance and Shared Mental Models during Planned Change

2012 ◽  
Vol 19 (2) ◽  
pp. 91-102 ◽  
Author(s):  
Shmuel Ellis ◽  
Daniella Margalit ◽  
Eli Segev
Keyword(s):  
Organizational Learning ◽  
Organizational Performance ◽  
Mental Models ◽  
Shared Mental Models ◽  
Planned Change ◽  
Learning Mechanisms ◽  
Organizational Learning Mechanisms

From crisis to success: three case studies in organizational learning

2011 ◽  
Vol 18 (6) ◽  
pp. 454-467 ◽  
Author(s):  
Yoram Mitki ◽  
Ram Herstein
Keyword(s):  
Organizational Learning ◽  
Organizational Performance ◽  
Global Economy ◽  
Service Organizations ◽  
Three Dimensions ◽  
Brand Strategy ◽  
Learning Mechanisms ◽  
Corporate Brand ◽  
Content Type ◽  
Organizational Learning Mechanisms

PurposeRadical changes and increasing competition in the global economy and markets lead enterprises to change their business policy and activities. This process demands the creation of effective organizational learning mechanisms. This paper seeks to illustrate how three service organizations designed and utilized organizational learning mechanisms to introduce a successful, new corporate brand.Design/methodology/approachThe research methodology was based on interviews and hard data collection. These techniques were found most appropriate for learning and understanding in‐depth organizational transformation processes.FindingsTwo main research findings can be noted. The first is that there are various mechanisms of learning organizations that can improve organizational performance and reputation. The second is that any organizational learning mechanism should be based on the on‐going active involvement of internal stakeholders (employees) both as individuals and as teams.Originality/valueThis paper provides a unique understanding of three dimensions of organizational learning (cognitive, structural and procedural) and their impact on designing a new corporate brand strategy. The research, conducted in three different service organizations, gives new significance to the notion of collaboration

Organizational Learning Mechanisms: Exploring a Conceptual Framework for Organizational Learning in Schools

2005 ◽  
Vol 15 (5) ◽  
pp. 571-600 ◽  
Author(s):  
Chen Schechter
Keyword(s):  
Organizational Learning ◽  
Conceptual Framework ◽  
School Change ◽  
Future Research ◽  
Learning Mechanisms ◽  
Cultural Framework ◽  
Large School ◽  
Organizational Learning Mechanisms ◽  
Secondary Grades

In light of the complexity and wealth of information in societies today the notion of organizational learning has become the forerunner of school change discourse. However, organizational learning is still characterized by mystical and amorphous rhetoric, understood well neither by researchers nor by practitioners. Therefore, this article is an attempt to explore the notion of organizational learning through the concept of organizational learning mechanisms (OLMs) and the culture in which they are embedded. A case study in a large school, comprised of middle and secondary grades, provided the context for studying OLMs and the learning values (culture) influencing their productivity. The study strengthens the ability to empirically research learning by schools through the structural and cultural framework. Lessons drawn from the study and future research, which may contribute to the field of organizational learning, are discussed

scholarly journals Organizational Learning and Performance of Hospitality Industry in Kenya: A Case Study of Sarova Whitesands Beach Resort and Spa

2019 ◽  
Vol 3 (II) ◽  
pp. 117-130
Author(s):  
Priscah Anyango Mak’Anyengo ◽  
James Maina
Keyword(s):  
Organizational Learning ◽  
Organizational Performance ◽  
Mental Models ◽  
Team Learning ◽  
Business Environment ◽  
Shared Vision ◽  
Personal Mastery ◽  
And Performance ◽  
Beach Resort ◽  
Learning And Performance

Organizational learning has been viewed by several researchers as a key concept essential for ensuring the survival and continuity of organizations in the ever-changing business environment. Research has revealed the various benefits towards enhanced performance that are accrued through the effective establishment of organizational learning. With this information as a basis, this study sought to determine the relationship between organizational learning and performance of Sarova Whitesands Resort. The general objective was to establish the organizational learning in Sarova Whitesands and its influence on performance. The specific objectives were to determine the influence of team learning, mental models, personal mastery and a shared vision on performance of Sarova Whitesands. The study was guided by organizational learning theory, human capital theory and resource based view theory. The study adopted a descriptive research design. The target population of the study was the staff of Sarova Whitesands Beach Resort and Spa. The study’s total number of respondents was 300 employees who were sampled using stratified proportionate sampling method to obtain a sample size of 171 respondents. Questionnaires were used as a data collection instrument and the data collected from the field was analysed using descriptive statistics and regression analysis. The study established that personal learning, mental models, shared vision and team learning had a positive and significant influence on organizational performance. The study concludes that personal mastery enables an employee to search for their life direction and purpose, identify their strengths and weaknesses and become responsible of their action. Mental models leads to advantages of scale in that which refers to an idea that as an organization performs more and more of the same type of work it will tend to acquire efficiencies over time and as an organization becomes more efficient at a task it often gains a competitive advantage as a result improved organizational performance. Shared vision acts as a unifying force, has a positive impact on organizational performance and provides the guidance employees need to make the right decisions and that team learning allows individual participants to work through the content at their own pace. The study recommends that the organization should help their employees to know how to deal with difficult and challenging situations, develop self-confidence and self-esteem, accept imperfection and build on one’s strength. The organization should offer different kinds of mental models to help their employees make sense of the real world and be able to understand and interpret the environment and themselves. The organization’s shared vision should offer a unified framework for the organization's success so as to encourage the top managers to collaborate and to resolve conflicts creatively arising from the organization and that the organization should establish a climate for learning in the team because taking time to establish the environment and the processes for learning is the prerequisite for rapid learning and effective team performance in the future.

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