Fostering organizational performance

Abstract

Purpose -The purpose of this paper is to explore the connections between individual learning, intrapreneurship, and organizational learning to create an alternative model of how learning facilitates performance in organizations. Design/methodology/approach -This is a conceptual paper selecting targeted scholarly works that provide support for the proposed model. Findings -The paper presents a model of intrapreneurial learning and performance in which the constructs of environment, individual learning, intrapreneurship, and organizational learning influence organizational performance. Intrapreneurship is a relatively recent area of exploration in which scholarly efforts have primarily focused on identifying the construct and distinguishing it from entrepreneurship. The proposed model of intrapreneurial learning and performance joins a growing number of works that explore how intrapreneurship contributes to organizational performance. It is suggested that the framework may help scholars identify potential strategies of learning that could help organizations position intrapreneurship as a vehicle for improving organizational performance. Originality/value -The paper postulates an original relationship among individual learning, intrapreneurship, organizational learning, environment, and organizational performance. In this framework, individual and organizational learning combine to offer a unique perspective on the link between intrapreneurship and organizational performance.

Nurturing innovative employees: effects of organisational learning and work environment

“…However, Zhang, Lim, and Cao (2004) strongly recommended that innovation in an organisation must be supported by employee and team learning. In addition, workplace learning organised by companies has proved to stimulate innovation activities (Calantone, Cavusgil, & Zhao, 2002;Jim enez-Jim enez & Sanz-Valle, 2011;Kesting & Ulhøi, 2010;Molina & Callahan, 2009;Sampaio & Perin, 2006;Timmermans, Van Linge, Van Petegem, Van Rompaey, & Denekens 2012;Wang & Ellinger, 2008;Zhang et al, 2004; Znidar si c & Jereb, 2011). Hence, mastery of knowledge is a primary resource for innovation in any type of organisation ( Znidar si c & Jereb, 2011).…”

The Effect of Intellectual Capital on Organizational Performance: The Mediating Role of Knowledge Sharing

“…Improving firm performance is something that most organizations strive to achieve [119]. Some of the factors reported in literature to have an influence on organizational performance and its improvement include: organizational culture [120], organization's environment and strategy [121], individual and organizational learning [122], and employee involvement and commitment to organizational goals [123]. Literature provides many definitions for organizational performance.…”

Organisational learning and intrapreneurship: evidence of interrelated concepts

“…Lumpkin and Lichtenstein, 2005;Molina and Callahan, 2009;Alipour et al, 2011a). This is remarkable insofar as both concepts share similar characteristics and seem to imply considerable benefits for firms.…”