Organizational commitment for knowledge workers: The roles of perceived organizational learning culture, leader-member exchange quality, and turnover intention

2010 ◽  
Vol 21 (1) ◽  
pp. 69-85 ◽  
Author(s):  
Baek-Kyoo (Brian) Joo
Keyword(s):  
Organizational Commitment ◽  
Organizational Learning ◽  
Turnover Intention ◽  
Knowledge Workers ◽  
Learning Culture ◽  
Leader Member Exchange ◽  
Organizational Learning Culture ◽  
Member Exchange

Organizational learning culture and leader‐member exchange quality

2013 ◽  
Vol 20 (4/5) ◽  
pp. 322-337 ◽  
Author(s):  
Talat Islam ◽  
Saif ur Rehman Khan ◽  
Ungku Norulkamar Ungku Bt. Ahmad ◽  
Ishfaq Ahmed
Keyword(s):  
Organizational Learning ◽  
Learning Culture ◽  
Leader Member Exchange ◽  
Organizational Learning Culture ◽  
Member Exchange

scholarly journals Employee Proactive Personality in Learning Culture

Telaah Bisnis ◽  
2018 ◽  
Vol 18 (1) ◽  
Author(s):  
Nuri Ariani Wulansari ◽  
Ita Sulistyo Rini
Keyword(s):  
Organizational Learning ◽  
Career Satisfaction ◽  
Health Assessment ◽  
Proactive Personality ◽  
Learning Culture ◽  
Leader Member Exchange ◽  
Organizational Learning Culture ◽  
Multi Stage ◽  
Member Exchange ◽  
Mediator Variable

AbstractThe paper attempts to investigate the influences of proactive personality and organizational learning culture on career satisfaction through Leader-Member Exchange quality as a mediating variable. Questionnaire was used as data collection method. The population of this study was Financial Cooperative employees based on health assessment in province level of Semarang City and Regency in 2015. Data was taken from 61 respondents using multi-stage sampling. From the result, it was found that (1) proactive personality influences career satisfaction, (2) organizational learning culture influences career satisfaction, (3) proactive personality influences Leader-Mem­ber Exchange quality, (4) organizational learning culture influences Leader-Member Exchange quality, (5) Leader-Member Exchange quality influences career satisfaction, (6) proactive per­sonality influences career satisfaction through Leader-Member Exchange quality as mediator variable, and (7) organizational learning culture influences career satisfaction with Leader-Mem­ber Exchange quality as mediator variable. Proactive personality and organizational learning culture influence career satisfaction through Leader-Member Exchange as a mediating variable.

scholarly journals The Mediated Moderating Role of Organizational Learning Culture in the Relationships among Authentic Leadership, Leader-Member Exchange, and Employees’ InnovativeBehavior

2021 ◽  
Vol 13 (19) ◽  
pp. 10802
Author(s):  
Ki Baek Jung ◽  
S.M. Ebrahim Ullah ◽  
Suk Bong Choi
Keyword(s):  
Organizational Learning ◽  
Authentic Leadership ◽  
Learning Culture ◽  
Mediating Effect ◽  
Future Research ◽  
Leader Member Exchange ◽  
Innovative Behavior ◽  
Organizational Learning Culture ◽  
Member Exchange ◽  
The Relationship

Previous studies have shown that enhancing employees’ innovative behavior can facilitate organizations’ sustainable competitiveness. This study investigated the relationship between authentic leadership and employees’ innovative behavior in Korean manufacturing and service companies. Moreover, the study examined the complex processes and conditions underlying this relationship. The results indicated that authentic leadership was significantly related to employees’ innovative behavior and that leader–member exchange mediated the relationship between authentic leadership and employees’ innovative behavior. Additionally, organizational learning culture moderated the relationship between leader–member exchange and employees’ innovative behavior. Finally, organizational learning culture moderated the mediating effect of authentic leadership on innovative behavior via leader–member exchange. We discuss the theoretical and practical implications of these findings as well as the study’s limitations for future research directions.

The influence of organizational learning culture and perceived organizational support on employees’ affective commitment and turnover intention

2015 ◽  
Vol 6 (4) ◽  
pp. 417-431 ◽  
Author(s):  
Talat Islam ◽  
Ishfaq Ahmed ◽  
Ungku Norulkamar Bt. Ungku Ahmad
Keyword(s):  
Organizational Learning ◽  
Organizational Support ◽  
Turnover Intention ◽  
Affective Commitment ◽  
Perceived Organizational Support ◽  
Banking Sector ◽  
Learning Culture ◽  
Equation Modeling ◽  
Content Type ◽  
Organizational Learning Culture

Purpose – The study aims to examine the relationships between organizational learning culture (OLC), perceived organizational support (POS), affective commitment (AC) and turnover intention (TI) through empirical investigation across the service sector. Design/methodology/approach – A total of 758 employees working in the Pakistani banking sector were approached through convenience sampling. A questionnaire-based survey was used to conduct the research. Findings – A two-stage approach was applied using structural equation modeling (SEM). In the first stage, confirmatory factor analysis (CFA) was applied, and in the second stage, path coefficients were examined. The study found POS and OLC were positively associated with AC but negatively associated with TI. In addition, SEM confirms that AC performs the role of mediator. Research limitations/implications – The study has practical and theoretical implications for HR managers to reduce employees’ TI. Limitations are also discussed. Originality/value – The study elucidates the importance of POS and OLC in enhancing AC and reducing TI.

Organizational learning culture and psychological empowerment as antecedents of employees’ job related attitudes: a mediation model

2014 ◽  
Vol 8 (3) ◽  
pp. 249-263 ◽  
Author(s):  
Talat Islam ◽  
Saif Ur Rehman Khan ◽  
Ungku Norulkamar Bt. Ungku Ahmad ◽  
Ghulam Ali ◽  
Ishfaq Ahmed
Keyword(s):  
Job Satisfaction ◽  
Organizational Learning ◽  
Turnover Intention ◽  
Affective Commitment ◽  
Psychological Empowerment ◽  
Learning Culture ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
Organizational Learning Culture

Purpose – The purpose of this paper was to investigate the relationship among organizational learning culture (OLC), psychological empowerment (PE), job satisfaction, affective organizational commitment and turnover intention, as very little has been conducted in this regard. Design/methodology/approach – A quantitative research design was used via a questionnaire among 412 Malay-Chinese working in the banking and insurance sector of Malaysia. Findings – OLC and PE were found to influence positively on job satisfaction and affective commitment, but negatively on turnover intention. In addition, job satisfaction was found to perform the role of mediator. Research limitations/implications – The study used self-reported data based on cross-sectional survey. Practical implications – OLC and PE were found to influence affective commitment and turnover intention directly and indirectly, providing an avenue of approach for managers to retain their key employees. Originality/value – The paper examines OLC and PE as antecedents of employees’ attitudes (i.e. job satisfaction, affective commitment and turnover intention), neglected variables along with the mediation of job satisfaction.

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