Organizational learning culture in industry 4.0: relationships with work engagement and turnover intention

Abstract

The period of digital transformation that we are experiencing, called Industry 4.0, has marked a series of changes in the way we relate as a society, requiring constant adaptation and new knowledge on the part of companies and professionals. This study sought to contribute to the understanding of the relationship between the organizational learning culture in Information Technology companies based in Brazil, the work engagement, and the turnover intention of its employees. Among the results of the correlation and network analyses, it is shown that organizational actions aimed at connecting the organization to its environment dimension have a direct effect on work engagement. The high level of work engagement, on the other hand, has not been shown to reduce the turnover intention. The results of the study allow the identification of cultural aspects related to learning, which dimensions of culture are directly related to work engagement, and what are their impact on the turnover intention. They also evidence elements of the organizational culture to be prioritized in interventions, in addition to offering indications on how to develop professionals within the organizational routine.

Eco-Efficiency, Environmental and Sustainable Innovation in Recycling Energy and Their Effect on Business Performance: Evidence from European SMEs

“…Particularly, green businesses are associated with the company's annual turnover. Hence, it is inferred that going green needs to be financially stable, since only those SMEs that go for green products and services have turnovers that might have been affected positively [85]. One of the components of eco-efficiency actions, i.e., offering green services and its impact on annual turnover, id shown in Model 1.…”

Interorganizational Learning: A Conceptualization of Public-Private Learning Communities

“…As conceptual papers are “a step in the process of building theory, providing a bridge to practitioners and broadening our ability to think, design, and have a meaningful impact on the field” (Rocco et al, 2022), we proposed a framework for PPLCs as a means to address the rapidly changing landscape of work and the transformation of the HRD discipline (Brandhorst et al, 2023; Schruijer, 2021; Scully-Russ & Torraco, 2020). We argued that the recent technological and societal developments (e.g., the energy transition) place increasing emphasis on new models of workplace learning in public-private arrangements, which fundamentally change the role of HRD professionals in terms of designing and implementing new learning ecosystems that focus on the continuous improvement of employees’ skills and work performance (Pereira et al, 2022; Scully-Russ & Torraco, 2020; Seeg et al, 2022). We distinguished three research gaps in HRD literature which we aim to address by proposing our PPLC framework: (1) the current challenging times require learning in public-private arrangements that goes beyond merely knowledge and idea sharing between organizations but should entail deep level learning and actual cocreation; (2) learning in public-private arrangements is generally described from a system perspective, whereas the learner perspective (agency) and the organizational context is crucial for organizing learning in these arrangements; and (3) little attention has been paid to how learning and cocreating take place in these underorganized work settings (Schruijer, 2020) that characterize PPLCs.…”

“…In the context of the energy transition, for example, organizations from the energy, logistics, and IT sector could closely collaborate with universities to jointly reduce the carbon dioxide emission. In these public-private arrangements, HRD practitioners increasingly play an essential role in designing and implementing new learning ecosystems that focus on the continuous improvement of employees’ skills and work performance (Pereira et al, 2022; Scully-Russ & Torraco, 2020; Seeg et al, 2022).…”

‘As You Sow So You Reap’: A Multi-case Study on Reshaping Workforce Well-being Through Positive Sustainability at Construction Firms

“…As the question was placed—‘How to sustain in this sweeping transformation in a positive note?’, a participant mentioned ‘… generating and celebrating learning moments triggers creative thinking ’ (P5). Creating a culture that ensures learning generates perseverance to move forward to achieve the strategic goal of a firm (Pereira et al, 2021). The way an organization facilitates individual learning and designs its programmes accordingly at work generates a positive employee experience (Malik & Garg, 2017).…”