What campuses need to know about organizational learning and the learning organization

Kezar, Adrianna

doi:10.1002/he.183

Cited by 91 publications

(91 citation statements)

References 12 publications

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“…The results are consistent with research conducted by DeGeus, 1988;Senge, 1990;Liao & Wu, 2009;Nonaka & Takeuchi, 1995;Su, et al, 2003;Garratt, 1990, Su, et al, 2004Su, et al, 2004;Darroch, 2005;Ke & Wei, 2006;Liao & Wu, 2009. 2) The results showed that OL affects OP. The results are consistent with research conducted by De Geus, 1988;Senge, 1990;Huber, 1991;Dimovski, 1994;Tsang, 1997;Jones & Hendry, 1992;Kezar, 2005;Jones, 2000;Škerlavaj & Dimovski, 2006;Škerlavaj et al, 2007;Liao & Wu, 2009. 3) The results showed that KM affects OP. The results are consistent with research conducted by Škerlavaj & Dimovski, 2006;Wiig, 2002;Gorelick & Monsou, 2005;Liao & Wu, 2009;Darroch, 2005;Alavi & Leidner, 2001;Massey et al, 2002;Schulz & Jobe, 2001;Darroch & McNaughton, 2003;Tanriverdi, 2005;Davenport & Prusak, 1998;Zack, et al, 2009;Mukherjee et al, 1998;Liao & Wu, 2009;Raja Suzana, 2004;2008;Gorelick & Monsou, 2005;…”

Section: Research Findingssupporting

confidence: 91%

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The Mediating Effects of Organizational Learning on the Relationship between Knowledge Management and Organizational Performance: An Applied Study on the Egyptian Commercial Banks

Nafei¹

2014

IJBM

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This study investigates the mediating significant role of OL in the relationship between Knowledge Management (KM) and Organizational Performance (OP). It intends to explore the significant role of KM in achieving superior OP. It analyzes how KM creates OL and how OL contributes to OP.KM and OL should join forces and develop a unified discipline. KM needs OL and its expanding body of good research. OL needs base of practitioners of KM and its abiding interest in problems and practice.KM and OP are believed to be essential for the success in business. Organizations and researchers have turned their attention to KM recently. Despite the growing interest and investment of resources in KM, there are few empirical studies to demonstrate the relationship between KM and OP. Understanding these relationships is essential for managers if they hope to improve OP through KM. The purpose of this research is to fill the abovementioned gap by testing the relationships between KM and their impact on OP.This study was conducted on the Egyptian commercial banks. Of the 382 questionnaires that were distributed, 310 usable questionnaires were returned, a response rate of 81%. This survey-type research is descriptive in terms of the data collection.The finding reveals that KM affects OP through OL. Accordingly, the study provided a set of recommendations including the necessity to pay more attention to KM as a key source for organizations to enhance the competitive advantage which is of prime significance for OP through OL.

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Section: Research Findingssupporting

confidence: 91%

“…OL tends to focus more on internal concerns for performance and learning as part of condition of human beings within settings. OL tends to focus more on external threats as the reason for fostering learning (Kezar, 2005).…”

Section: The Relationship Betweenmentioning

confidence: 99%

The Mediating Effects of Organizational Learning on the Relationship between Knowledge Management and Organizational Performance: An Applied Study on the Egyptian Commercial Banks

Nafei¹

2014

IJBM

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“…That is to say, one test condition for effective SP is whether there is a working degree of consensus on the mission and its elaboration in a given strategic plan. Kezar (2005) accented the role of SP as a vehicle for organizational learning. M. C. Choban, G.…”

Section: Mission and Visionmentioning

confidence: 99%

“…Kezar (2005) noted the value of SP as a process of organizational learning across three phases of exploration, implementation, and evaluation. Her discussion stressed the value of facing skepticism among stakeholders about the value of SP.…”

Section: Inflexible and Formulaic Repetitionmentioning

confidence: 99%

Managing Strategic Planning to Better Practice

Rowan¹

2015

UCER-B

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Strategic planning (SP) is a mainstream practice in higher education today. By virtue of competition, the demand for transparency, and the need to optimize available resources, SP also has become an important part of higher education management. However, SP in practice is no easy thing to manage effectively. Implementing SP meets barriers arising from various factors: faculty motivation, exogenous limits on institutions, and inflexible and formulaic repetition top the list. This paper defines and describes the basic elements of SP. It then discusses sources of negative feedback for SP management before considering how to minimize their side effects. The paper concludes by advancing several candidate conditions for managing SP to best practice. First, SP should incorporate flexibility and autonomy at the unit level (department or office), together with proactive reception and the absence of scapegoating by higher administration. This aspect of aligned planning includes the need to provide some timeline of anticipated gains for units that invest in the process, and a mechanism for identifying and addressing units that underperform. Second, SP should focus not only on issues of new funding requests, but also tie annual reallocations to assessment and make reallocation of existing funding a real possibility. Third, SP should develop institutional networks that cut across offices, departments, colleges, and divisions. Workforce planning should link academic administration across the institution's divisions. Finally, SP requires the integration of cost accounting and estimates for the value of non-instructional, non-revenue generating units. Models of responsibility-based budgeting, load-balancing, and returns on investment are relevant in this regard. Based upon these elements, an institution using aligned SP may be more effectively managed to become a continuous quality improvement organization. Without them, SP can become a rote practice that fulfills mandates or requirements but does not sustain the educational organization.

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“…KM refers to the process in which organizations assess the data and information that exist within them, and is a response to the concern that people must be able to translate their learning into usable knowledge (Kezar, 2005).…”

Section: Practical Implicationsmentioning

confidence: 99%

Knowledge Management and Organizational Learning from the Employee Perspectives: A Study from Saudi Arabia Context

Nafei¹

2014

JMS

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This paper investigates the relationship between Knowledge Management (KM) and Organizational Learning (OL) from the employee perspective.KM has emerged as one of the most important areas in management practices and established as a basic resource for firms and economies. KM is an area of research and practice that is still searching for a stable set of core concepts and practical applications.OL is considered to be one of the most important issues in modern managerial literature. Also, OL is one of the most important organizational factors that can direct the behavior and attitudes of the employees in the organizations.This study was conducted at Saudi banks in Al-Taif Governorate. It is practical, according to its purpose, and descriptive according to its data collection method.The present study investigates the evaluative attitudes of the employees towards KM and OL. It will also illustrate the relationship between KM and OL. Two groups of employees were examined. Of the 350 questionnaires that were distributed, 285 usable questionnaires were returned, a response rate of 81%.The finding reveals that there are differences among the employees regarding their evaluative attitudes towards KM and OL. Also, this study reveals that there is a statistically significant relationship between KM and OL. Accordingly, the study provided a set of recommendations including the necessity to pay more attention to KM and OL. This will achieve its success currently and in the future, besides attaining a competitive advantage.

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What campuses need to know about organizational learning and the learning organization

Abstract: This chapter provides an overview of the literature on organizational learning and the learning organization, sets out key concepts in each area, and reviews the way that organizational learning and the learning organization have been applied within higher education.

Cited by 91 publications

References 12 publications

The Mediating Effects of Organizational Learning on the Relationship between Knowledge Management and Organizational Performance: An Applied Study on the Egyptian Commercial Banks

The Mediating Effects of Organizational Learning on the Relationship between Knowledge Management and Organizational Performance: An Applied Study on the Egyptian Commercial Banks

Managing Strategic Planning to Better Practice

Knowledge Management and Organizational Learning from the Employee Perspectives: A Study from Saudi Arabia Context

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