Enhancing transparency and learning sustainability on the perceptions of improving naval ships’ support performance

Abstract

The operations strategy management requires formulation of unique disciplines. This research determines knowledge on the operations level, the business unit and the corporate level strategies on the perceptions of improving performance. They are participated through use of a variety of tools to form a comprehensive Business Plan. The business can be of profit or non-profit such as the public or naval ships' upkeep support organisations of the Omani Dockyard. The operations strategy focuses on planning processes for future improvement. A literature review and the administration of a research instrument to predict the mindsets/opinions of employees were sequentially conducted. The research is quantitative supported by intensive literature review. It employed a dedicated framework encompassing four independent variables (cooperation, efficiency, single-and double-loops learning) one mediating variable (effectiveness of training) and one dependent variable (organisational performance). When correlated, variables were found to be positively related and when regressed, they were all found to contribute, except for cooperation. In the Sobel mediation test all variables were found to significantly contribute. Gaps were closed using an intensive literature review, statistical results, authors' field experience to form constructive discussions and findings, conclusions and recommendations on the perceptions of improving performance.

Revitalizing double‐loop learning in organizational contexts: A systematic review and research agenda

“…For example, Simonin (2017) employs two dimensions related to collaborative forms and collaborative modes. Al‐Raqadi et al (2016, 2017) and Al‐Raqadi (2019) use three dimensions linked to proficiency, efficiency, and concentration, and Jashapara (2003) employs five dimensions related to proficiency, efficiency, concentration, innovation, and direction.…”