Purpose: The aim of this article is to analyse the theoretical views and results of empirical research concerning the relation between organisational learning (OL) and organisational performance (OP). Methodology:The study was carried out through extensive literature research, including relevant literature review from databases such as ProQuest, Elsevier, Emerald and EBSCO (the phrases: "organisational learning", "learning organisation" and "organisational performance" were searched in the keywords, titles or abstracts). Findings:From a theoretical point of view, the relation between OL and OP is neither obvious nor clear, but the analysis of the empirical studies allows one to assume that OL has an essential impact on OP. However, differences in the strength of the relation were shown and some contradictions related to the presence of the relation between OL and selected (mostly financial) performance aspects identified. Furthermore, the article discusses the significant differences and inconsisten cies in the methods of measuring OL, measuring OP, selecting contextual factors and adopted methods of data analysis.Implications: Inconsistencies and gaps found in the studies of the relationship between OL and OP made it possible to designate the direction for promising further research. Value:The article presents valuable insight through its indepth, critical analysis of the organisa tional learning and organisational outcomes. First and foremost, this indicates that the formula of the previous empirical studies does not allow for the development of precise solutions pertaining to organisational learning management for the benefit of OP improvement.

Purpose The purpose of this study is to investigate the relationship between organizational learning (OL) and business sustainability (BS) and to carry out its empirical examination. Design/methodology/approach Extensive literature research was carried out. Then, an empirical study was conducted in 694 Polish and Danish companies. Two phenomena related to OL were adopted: OL processes and organizational learning capability (OLC). BS was examined through the concept of sustainable performance (SP). Research models were tested using structural equation modeling. Findings The empirical studies have shown a positive, statistically significant relationship between OL and BS. The research supports the view that the intensification of the OL processes is substantial for BS, whereas the OLC concept is less relevant to the development of BS. The effect of OL on total SP was stronger than on any SP dimension. OL supports the synergies of the results obtained by the organization for the benefit of BS. Research limitations/implications The model verification is based on the samples from two countries, and, therefore, the hypothesis requires further verification in different business contexts. In addition, there are different factors influencing BS, which have not been included in the research and should be analyzed in the future. Originality/value An in-depth, critical literature analysis shows that the theoretical foundation of the role of OL in shaping BS is fragmented and poorly empirically verified. The value of this paper is the presentation of large-scale empirical studies comparing the relationship between BS and two phenomena: OLC and the OL processes. The results obtained in the course of the research open up new research directions with respect to both the relationship between OL and BS as well as between OL and organizational performance.

Among the desirable features of an organizational structure is simplicity. Its opposite, i.e. complexity, expresses a lack of order and entanglement, which are the source of waste. Although the desire for the simplicity of a structural solution is not new, in recent years it has been more clearly emphasized. Therefore, Ashby's law stating that variety has to be balanced by a different kind of variety, is questioned. The purpose of this article is to present the concept of simplifying an organizational structure. The concept of a simple organizational structure offered in this paper is the result of a thorough analysis of the literature on this topic. However, the views concerning the level of simple structure centralization were verified by means of a fractal calculus. The article presents the results of the study concerning the factors influencing the simplicity of the structural solution as well as the procedure of simplifying the organizational structure.

The article refers to a valid and current research area, which is the role of information technology (IT) in the formation of business sustainability (BS). The main objective of this article is to identify the role of IT in shaping sustainable organization in the context of different, partly conflicting, approaches to BS and empirical verification of the proposed theoretical framework. The article describes key differences between BS approaches in case cognitive logic (reductionist versus integrative logic) and axiological (individualistic-egoistic versus holistic-altruistic axiology) distinction. Theoretical role of IT in shaping integrative logic for BS is identified and presented. The proposed theoretical concept is empirically verified. The verification is based on empirical studies conducted in 400 SMEs operating in Poland in 2017.