Does organizational learning capacity impact on organizational effectiveness? Research analysis of the metal industry

Abstract

PurposeThe aim of the study is to emphasize the importance of organizational learning capacity (OLC) and to measure its influence on organizational effectiveness (OE) in metalworking manufacturing.Design/methodology/approachThe research plan has been stated as; looking for the survey questions in the literature, reaching the participants, informing them about the survey, gathering the data, and measuring and analyzing the data. The survey instrument has been applied on metal industry employees in Turkey. The valid responses have reached to 578. We analyzed the data by SPSS (Statistical Package for the Social Sciences) version 11.5.FindingsThere are significant correlations (at the 0.000 level) between OE and all OLC dimensions (systems orientation, organizational climate for learning orientation, knowledge acquisition and utilization orientation, and information sharing and dissemination orientation). The total explained variance of OE (depending on OLC) has been calculated as 65 percent.Research limitations/implicationsWe have calculated the OE value in terms of employee satisfaction, customer orientation and financial and growth performance, whereas there may be other factors to be considered for the related value.Practical implicationsThe organizations should consider knowledge‐intensive activities more precisely when constructing their strategic maps.Originality/valueThis study helps to fulfill the gap between the OE and OLC from a managerial point of view in metalworking manufacturing. The main audiences are global businesses as well as academic researchers.

Organizational Learning and Effectiveness: The Case of Pakistani HEIs

“…The learning dimensions especially team learning, dialogue, and inquiry, embedded systems have higher impact as compared to the other dimensions. These outputs are in-line with the researches of Aydin and Ceylan (2009), Kumar and Idris (2006) and Chan, Lim, and Keasberry (2003).…”

“…Moreover, organizational learning can change employees' behavior ensuring results that match organizational aspirations, greater adaptability to changing scenarios, innovation, and result-oriented employees (e.g. see Aydin & Ceylan, 2009).…”

Innovative Behavior: Relations with Developmental Culture, Psychological Empowerment, Distributive Justice and Organizational Learning Capacity

“…Huber, 1991;Hult et al, 2001). Organizations would have employees with a greater sense of satisfaction when they enhance learning capacity (Aydin and Ceylan, 2009), which may result in several favorable outcomes for organizations such as development, innovation and competition. Therefore, we recommend organizations to invest in training their supervisors or human resources departments on how to develop this ability and drive employees' capabilities of learning.…”

“…Individuals' capability to benefit from learning opportunities can be induced by enhanced capacity of learning (Aydin and Ceylan, 2009). Accordingly, organizations with greater organizational learning capability can drive their employees to experience greater satisfaction that will create a better organizational performance.…”

دورقيم وأخلاقيات العمل في تحسين الفعالية التنظيمية المدرکة بالتطبيق على الوحدات المحلية في محافظة المنوفية بجمهورية مصر العربية.

“…Regarding sector study, the researcher presented recommendations aimed at spreading the values and work ethics to achieve and improve the organizational effectiveness of the local units, and was the most important: organize training programs for the building and developing of keen staff of the local units to meet their promises to the citizens, monitor cash and in-kind rewards to encourage staff of the local units to be secretariat and save citizens' rights, determine penalties for who contravente the base of Citizens' confidential data that they have access. Desplaces, D.;Anitsal, l.;et al, 2009;Shurden, S.;Bloodgood, J.; Fraedrich, J. P., 1992;Schwartz, M., 2002;Sims, R. R., 1991;Stoner, C. R., 1989;Trevino, L. K.;Brown, M. E., 2004 ‫اإل‬ ‫يات‬ ‫ي‬ ‫العالق‬ ‫يوذج‬ ‫ي‬ ‫و"نم‬ ‫ية"‬ ‫ي‬ ‫المفتوح‬ ‫ينظم‬ ‫ي‬ ‫ال‬ ‫يوذج‬ ‫ي‬ ‫"نم‬ ‫يي:‬ ‫ي‬ ‫ه‬ ‫ية‬ ‫ي‬ ‫التنظيمي‬ ‫ية‬ ‫ي‬ ‫الفعالي‬ ‫ياس‬ ‫ي‬ ‫لقي‬ ‫يدا‬ ‫ي‬ ‫اأه‬ ‫يوذج‬ ‫ي‬ ‫و"نم‬ ‫يانية"‬ ‫ي‬ ‫نس‬ ‫يي،‬ ‫ي‬ ‫(سويس‬ ‫يتم‬ ‫ي‬ ‫اه‬ ‫يد‬ ‫ي‬ ‫فق‬ ‫ية"،‬ ‫ي‬ ‫الداخلي‬ ‫يات‬ ‫ي‬ ‫العملي‬ ‫يوذج‬ ‫ي‬ ‫و"نم‬ ‫ييدة"‬ ‫ي‬ ‫الر‬ 2004 ‫ية‬ ‫ي‬ ‫التنظيمي‬ ‫ية‬ ‫ي‬ ‫الفعالي‬ ‫ياس‬ ‫ي‬ ‫لقي‬ ‫ياد‬ ‫ي‬ ‫أبع‬ ‫ية‬ ‫ي‬ ‫تع‬ ‫بأر‬ ) ‫ان،‬ ‫يو‬ ‫ي‬ ‫(رض‬ ‫يا‬ ‫ي‬ ‫أم‬ ‫ياعي".‬ ‫ي‬ ‫االجتم‬ ‫يد‬ ‫ي‬ ‫ع‬ ُ ‫و"الب‬ ‫يافي"‬ ‫ي‬ ‫الثق‬ ‫يد‬ ‫ي‬ ‫ع‬ ُ ‫و"الب‬ ‫يادي"‬ ‫ي‬ ‫االقتص‬ ‫يد‬ ‫ي‬ ‫ع‬ ُ ‫و"الب‬ ‫يامي"‬ ‫ي‬ ‫النظ‬ ‫يد‬ ‫ي‬ ‫ع‬ ُ ‫"الب‬ ‫يي:‬ ‫ي‬ ‫ه‬ 2008 ،)…”