Organizational learning culture, innovative culture and innovations in South Korean firms

2010 ◽  
Vol 37 (9) ◽  
pp. 6390-6403 ◽  
Author(s):  
Miha Škerlavaj ◽  
Ji Hoon Song ◽  
Youngmin Lee
Keyword(s):  
Organizational Learning ◽  
Learning Culture ◽  
Organizational Learning Culture ◽  
South Korean ◽  
Innovative Culture

Organizational learning culture and innovativeness in Turkish firms

2012 ◽  
Vol 18 (2) ◽  
pp. 193-219 ◽  
Author(s):  
Matej Černe ◽  
Marko Jaklič ◽  
Miha Škerlavaj ◽  
Arzu Ülgen Aydinlik ◽  
Dilek Dönmez Polat
Keyword(s):  
Organizational Learning ◽  
Structural Equation ◽  
Learning Culture ◽  
Competing Values Framework ◽  
Equation Modeling ◽  
Competing Values ◽  
Organizational Learning Culture ◽  
Strong Positive Relationship ◽  
Innovative Culture ◽  
The Relationship

AbstractThe aim of this paper is to present and test a model that examines the relationship between organizational learning culture and innovativeness. Organizational learning culture consists of the organizational learning process and of different culture types that can be placed within the competing values framework. It is defined as a set of norms and values within an organization that support systematic, in-depth approaches aimed at achieving higher-level organizational learning. Innovativeness consists of both innovative culture and innovations. Innovations, the process or outcome of innovating, are more likely to occur and be more successful if there is a strong innovative culture, meaning that the behavioral patterns of the employees are directed towards innovating. We used data from 112 Turkish firms employing more than 50 people. The relationship between organizational learning culture and innovativeness is empirically tested via structural equation modeling (SEM). We found support for a very strong positive relationship between organizational learning culture and innovative culture, as well as for the indirect relation between organizational learning culture and innovations via innovative culture.

Organizational learning culture and innovativeness in Turkish firms

2012 ◽  
Vol 18 (2) ◽  
pp. 193-219 ◽  
Author(s):  
Matej Černe ◽  
Marko Jaklič ◽  
Miha Škerlavaj ◽  
Arzu Ülgen Aydinlik ◽  
Dilek Dönmez Polat
Keyword(s):  
Organizational Learning ◽  
Structural Equation ◽  
Learning Culture ◽  
Competing Values Framework ◽  
Equation Modeling ◽  
Competing Values ◽  
Organizational Learning Culture ◽  
Strong Positive Relationship ◽  
Innovative Culture ◽  
The Relationship

AbstractThe aim of this paper is to present and test a model that examines the relationship between organizational learning culture and innovativeness. Organizational learning culture consists of the organizational learning process and of different culture types that can be placed within the competing values framework. It is defined as a set of norms and values within an organization that support systematic, in-depth approaches aimed at achieving higher-level organizational learning. Innovativeness consists of both innovative culture and innovations. Innovations, the process or outcome of innovating, are more likely to occur and be more successful if there is a strong innovative culture, meaning that the behavioral patterns of the employees are directed towards innovating. We used data from 112 Turkish firms employing more than 50 people. The relationship between organizational learning culture and innovativeness is empirically tested via structural equation modeling (SEM). We found support for a very strong positive relationship between organizational learning culture and innovative culture, as well as for the indirect relation between organizational learning culture and innovations via innovative culture.

scholarly journals Driving Strategic Leadership and Organizational Learning Culture towards Organizational Sustainability

2019 ◽  
Vol 15 (5) ◽  
pp. 1190-1204
Author(s):  
Mohsin Naser A.N. Alharthi ◽  
Gamal S.A. Khalifa ◽  
Ali Ameen ◽  
Ahmed Hamoud Al-Shibamid ◽  
Osama Issac
Keyword(s):  
Organizational Learning ◽  
Learning Culture ◽  
Strategic Leadership ◽  
Organizational Sustainability ◽  
Organizational Learning Culture

scholarly journals Performance Enhancement Model of Human Resources through Knowledge Sharing

2017 ◽  
Vol 8 (1) ◽  
Author(s):  
Arizqi Arizqi
Keyword(s):  
Organizational Learning ◽  
Knowledge Sharing ◽  
Human Resource ◽  
Structural Equation ◽  
Learning Culture ◽  
Equation Modeling ◽  
Survey Method ◽  
Top Management ◽  
Management Support ◽  
Organizational Learning Culture

This study aims to examine the effect of exogenous variable consisting of organizational dimen-sion including organizational learning culture, support from top management, and individu-als namely openness in communication in affecting knowledge sharing of individuals. Besides, this study also examined how the role of knowledge sharing in improving human resource performance at Sharia Banking. This study was conducted through SEM (Structural Equation Modeling) test by using SmartPLS, a statistical software. The study was done through survey method by distributing questionnaire to 145 employees from frontliner departments at three of Sharia banks in Semarang. The findings of this study showed that two organizational di-mensions (Organizational Learning Culture and Top Management Support) have significant effect on the improvement of knowledge sharing. While Openness in Communication, the individual dimension, could not determine the improvement of knowledge sharing. Then, the improvement of human resource performance at sharia banking could be done by improving knowledge sharing.

HRD practices, employee competencies and organizational effectiveness: role of organizational learning culture

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rama Krishna Gupta Potnuru ◽  
Chandan Kumar Sahoo ◽  
Kalyan Chakravarthy Parle
Keyword(s):  
Organizational Learning ◽  
Human Resource Development ◽  
Organizational Effectiveness ◽  
Learning Culture ◽  
Medium Size ◽  
Content Type ◽  
Organizational Learning Culture ◽  
Employee Competencies ◽  
The Relationship

Purpose This paper aims to examine the moderating role of organizational learning culture (OLC) on the relationship between human resource development (HRD) practices and employee competencies (EC) in enhancing organizational effectiveness (OE). Design/methodology/approach An integrated research model of HRD practices, EC, OE and OLC was developed. The validity of the model is tested by applying structural equation modelling (SEM) approach to data collected from 506 employees working in 4 medium-size cement manufacturing companies. Findings The results confirmed that training and career development had a significant impact on EC, the moderating effect of OLC on the relationship between HRD practices and EC was found significant and there is a significant and positive relationship between EC and employee perceived OE. Originality/value This paper contributes to the HRD literature, integrating HRD practices, OLC and EC. The research is unique as it has applied moderated SEM to test hypotheses of the study.

The Relationship of Learning Culture, Learning Method, and Organizational Performance in the University and College Libraries in Taiwan

Libri ◽  
2015 ◽  
Vol 65 (1) ◽  
pp. 1-14 ◽  
Author(s):  
Ti Yu ◽  
Chao-chen Chen
Keyword(s):  
Organizational Learning ◽  
Learning Organization ◽  
Individual Learning ◽  
Two Dimensions ◽  
Learning Culture ◽  
Learning Method ◽  
Learning Methods ◽  
Universities And Colleges ◽  
Organizational Learning Culture ◽  
College Libraries

AbstractOver the past few decades, organizational learning has become a significant concept for the development of organizations. Numerous scholars and experts in librarianship have advocated the importance of creating a learning library for handling various challenges, such as the rapid development of the Internet and digital technology. However, an effective learning organization relies on a positive learning culture and starts with an individual’s commitment to learn. This study investigated the learning methods that are commonly adopted by staff in Taiwan’s university and college libraries, measuring their values regarding the organizational learning culture and knowledge performance, and exploring the relationships among individual learning methods, organizational learning culture, and knowledge performance in these libraries. Based on the Dimensions of the Learning Organization Questionnaire (DLOQ) and previous studies, this study designed and conducted a questionnaire survey of 478 library employees in 162 universities and colleges across Taiwan. Some key findings of this study included: (1) the individual learning method of “self-learning by using Internet resources” is adopted most frequently by library staff in Taiwan’s universities and colleges; (2) the overall values of staff members regarding their organizational learning cultures are not strong; (3) the two dimensions “creating continuous learning opportunities” and “creating systems to capture and share learning” can influence the methods of library staffs’ learning formally and informally, and they can positively contribute to enhance the knowledge performance of the library. In addition, informal learning methods are likely to enhance organizational knowledge performance.

scholarly journals Probing the Effects of Transformational Leadership on Employees’ Job Satisfaction With Interaction of Organizational Learning Culture

SAGE Open ◽  
2020 ◽  
Vol 10 (2) ◽  
pp. 215824402093077
Author(s):  
Saif-Ur-Rehman Khan ◽  
Mahwish Anjam ◽  
Mohammad Abu Faiz ◽  
Faisal Khan ◽  
Hashim Khan
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Organizational Learning ◽  
Organizational Effectiveness ◽  
Leadership Style ◽  
Banking Sector ◽  
Learning Culture ◽  
Organizational Learning Culture ◽  
Transformational Leadership Style

The purpose of this study is to explore how various dimensions of leadership style are being used to measure organizational effectiveness. Job satisfaction is one of the essential indicators used to measure organizational effectiveness. Literature suggests that the manager’s transformational leadership style highly influences the employees’ job satisfaction. This study focuses on identifying the role of a transformational leader in developing job satisfaction in employees of the banking industry, using the organizations’ learning culture as the moderating variable. For this purpose, a total of 180 respondents were surveyed from UAE’s banking sector. In this study descriptive statistics, Pearson’s correlation coefficient, and multiple regression analysis were employed for the data analyses. The results confirmed that the five dimensions of transformational leaders and overall transformational leadership style significantly affect the employee’s job satisfaction, whereas the moderating effect of the organizational learning culture on any of the said relationships was found insignificant. This study used self-reported data based on a cross-sectional survey in the banking sector only. The research emphasizes the implication of the leaders’ personal traits to be a significant determinant of an employee’s satisfaction. In addition, managers in the banking sector in UAE realized that organization learning culture (OLC) has not had any significant impact on employees’ job satisfaction. As there is not sufficient literature on the moderating role of organizational learning culture, this study is a valuable contribution to the existing body of knowledge.

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