Organizational learning in educational settings (technical): an Indian perspective

Abstract

Users who downloaded this article also downloaded: (2013),"Organizational learning culture and leader-member exchange quality: The way to enhance organizational commitment and reduce turnover intentions", The Learning Organization, Vol. 20 Iss 4/5 pp. 322-337 http:// dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This paper seeks to present an empirical study on organizational learning in Indian educational organizations. Design/methodology/approach -The Learning Organization Profile (LOP) Survey is used as the tool for eliciting responses from the staff regarding the nature and state of organizational learning prevailing in educational settings. The study attempts to highlight the extent of organizational learning in technological institutes of repute in both the public and private sectors in India. Factor analysis and descriptive statistics have been used to analyze data and to make comparisons vis-à -vis ownership of organization and employee category. Findings -Results indicate that the extent of organizational learning is below the expected level in both public and private sectors. Significant difference exists between public and private organizations in terms of the extent as well as dimensions of organizational learning. As leadership has emerged as the most valued factor in the private sector institutes and third among eight dimensions in the public ones, the onus lies in leading these institutes with able managers who inspire the employees to learn and adapt. The management has opportunity to enhance the potential of the academic institutes for learning by choosing effective leaders who provide direction and vision for employees. The role of transformational leadership is important in the context of Indian technological institutes. Originality/value -Development of learning culture is becoming a dominant theme in the strategic plans of many organizations today. Hence, it is vital to investigate the nature and extent of organizational learning as prevailing in the sector of higher education and learning, specifically in the Indian context. The study differentiates organizational learning practices in public and private undertakings. It also examines the dimensions of organizational learning as experience...

Relationship Between Organizational Learning and Employees' Empowerment: A Case Study Among Medical Sciences Staff

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Leadership styles at Syrian higher education

“…On the other hand, research on organizational learning is directed mainly toward business and industrial organizations, but not educational ones. Nonetheless, the studies focussed on higher education are still very few (Patnaik et al, 2013), which gives an additional value to this study.…”

“…Most of the studies proved the vital role of transformational leadership in supporting organizational learning (Coad and Berry, 1998;Brown and Posner, 2001;Lam and Pang, 2003;Lam, 2004;Amitay et al, 2005;Chang and Lee, 2007;Jansen et al, 2009;Kurland et al, 2010;Nafei et al, 2012;Saekoo and Yasamorn, 2013;Theodore, 2013). Patnaik et al (2013) indicated that developing and using transformational leadership in higher education institutes is essential for generating long-term commitment toward organizational learning.…”

Role of leadership on organizational learning in private universities of Bangladesh

“…On the other hand, a good number of studies also reported a direct and positive influence of transformational leadership on OL (Amitay, Popper, & Lipshitz, 2005;Brown & Posner, 2001;Chang & Lee, 2007;Coad & Berry, 1998;Jansen, Vera, & Crossan, 2009;Kurland, Peretz, & Hertz-Lazarowitz, 2010;Lam, 2004;Lam & Pang, 2003;Nafei, Khanfar, & Kaifi, 2012;Saekoo & Yasamorn, 2013;Theodore, 2013). According to Patnaik, Beriha, Mahapatra, & Singh (2013), fostering and employing transformational leadership to facilitate learning in tertiary educational institutes, i.e. universities, is crucial for developing continuing dedication and loyalty of employees towards organizational learning.…”