Revisiting the learning organization

Shin, Ho Wook; Picken, Joseph C.; Dess, Gregory G.

doi:10.1016/j.orgdyn.2016.10.009

Cited by 33 publications

(30 citation statements)

References 2 publications

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“…Similarly, Vera and Crossan exhort leaders to promote learning opportunities by encouraging experimentation and motivating individuals to "take 'intelligent ' risks" (2004, 228). The advice to managers and leaders that they should foster risk taking is usually accompanied by the suggestion that they should also tolerate mistakes and encourage employees to view mistakes as a learning opportunity (Beattie 2006;Shin, Picken and Dess, 2017). Risk taking and experimentation are closely linked to innovation, which is particularly important for small businesses that have the opportunity and intention for growth (Mazzei, Flynn and Haynie 2016).…”

Section: Foster Learning By Encouraging Risk Taking and Experimentationmentioning

confidence: 99%

The owner-manager’s role as a facilitator of informal learning in small businesses

Coetzer

Wallo

Kock

2019

Human Resource Development International

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Few studies have examined the owner-manager as facilitator of learning in small businesses. Furthermore, these studies are typically not framed by distinctive characteristics of small businesses. These limitations of the literature stimulated us to ask: How do the situational opportunities and constraints that emanate from the distinctive characteristics of small businesses affect the small business ownermanager's role as a facilitator of learning? To address this question, we first conducted a narrative review of existing research on the owner-manager as facilitator of learning in small businesses (10-49 employees). Four themes emerged from our analysis of research findings, including a theme that owner-managers are seldom directly involved in facilitating employees' learning. Next, we conducted an integrative review of literatures that discuss (a) indirect approaches managers can adopt to facilitate learning; and (b) small business characteristics. We focussed on four high-impact indirect approaches owner-managers can use and examined how employment of each approach might be enabled or constrained by distinctive characteristics of small businesses. The integrative review generated ten research propositions. We also synthesised a conceptual framework that illustrates the main variables to be studied and presumed relationships among them. Based on our analysis of literature, implications for policy and practice are proposed.

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Section: Foster Learning By Encouraging Risk Taking and Experimentationmentioning

confidence: 99%

The owner-manager’s role as a facilitator of informal learning in small businesses

Coetzer

Wallo

Kock

2019

Human Resource Development International

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“…-informal learning (Kim et al, 2016); -personal involvement (Fletcher, 2016); -knowledge transfer (Argote and Fahrenkopf, 2016); -absence of obstacles for know-how (rationalization); -leadership, accumulation and exchange of knowledge (Shin et al, 2017).…”

Section: Discussionmentioning

confidence: 99%

Creating a Learning Organization as an Increase in the Adaptability of a Company's Human Capital to the Volatility of the External Environment

Ismail¹,

Виктор²

2017

ERSJ

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The paper studies the issues of the need to create a learning organization in the context of an unstable environment and the concept of lifelong education. It was revealed why and in what direction companies need to be transformed in order to remain competitive, what undermines the building of a learning company; the influence of unskilled personnel was identified. In this context, the present factors that contribute to higher organizational productivity were highlighted, and an algorithm for organizational changes was proposed, which is a complex system of measures seeking to create a learning organization and increase the company's adaptability. In the paper, based on an expert survey, a methodological approach was substantiated and the essence of the tools that were used to build and develop a self-learning organization was considered. The methodological approach included the following elements: assessment of the current state and prospects of the enterprise to introduce the concept of a self-learning organization; social network analysis; analysis of staff's ability to teamwork; evaluation of the socionic type of employees; formation of specific measures and tools that could ensure the continuous development and training of staff.

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“…In learning organizations, top management is not depended upon to assign tasks; instead, various resources and talented employees contribute to attaining overall goals. In particular, successful learning organizations utilize creative approaches to address unique issues [41].…”

Section: Learning Organizationmentioning

confidence: 99%

Learning Organizations and Innovation Mediated by Job Satisfaction

Allouzi¹

2018

IJBER

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The purpose of this research is to investigate whether job satisfaction plays a mediating role in the relationship between learning organization and organizational innovation. To perform this research, questionnaires were used to collect data from 20 insurance companies in Jordan listed on the Amman Stock Exchange. Data were analyzed using the Statistical Package for Social Sciences, with descriptive analysis used to obtain general information about the employees and linear regression analysis used to test the research hypotheses. The results of this research indicate that learning organization positively impacts job satisfaction, that job satisfaction has a significant impact on organizational innovation, and that learning organization has a significant impact on organizational innovation. Further, job satisfaction was found to play a mediating role in the relationship between learning organization and organizational innovation. This research's findings suggest that insurance companies that operate as learning organizations and seek improvements in their innovativeness should take employee job satisfaction into account. This research is important for companies seeking to improve the innovativeness of their employees. It shows that this can be encouraged by becoming a learning organization and concurrently improving employees' job satisfaction.

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Revisiting the learning organization

Cited by 33 publications

References 2 publications

The owner-manager’s role as a facilitator of informal learning in small businesses

The owner-manager’s role as a facilitator of informal learning in small businesses

Creating a Learning Organization as an Increase in the Adaptability of a Company's Human Capital to the Volatility of the External Environment

Learning Organizations and Innovation Mediated by Job Satisfaction

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