A learning culture for strategic partnering in construction

2004 ◽  
Vol 4 (1) ◽  
pp. 53-65 ◽  
Author(s):  
Eddie W.L. Cheng ◽  
Heng Li ◽  
Peter Love ◽  
Zahir Irani
Keyword(s):  
Organizational Learning ◽  
Continuous Improvement ◽  
Learning Culture ◽  
Learning Climate ◽  
Learning From Experience ◽  
Strategic Partnering

This paper highlights the importance of creating a learning culture for strategic partnering in construction. Theories of organizational learning and strategic partnering are interpolated to identify the related attributes that help to relate and intertwine the two concepts. With the emergence of a learning culture, organizations are able to undergo the transition from no organizational learning to integrated organizational learning, which in turn reinforces the embedded culture. Since learning from experience, continuous improvement and a learning climate are pre‐conditions for a learning culture, three models are presented respectively in dealing with issues relating to these conditions. These models help to attain strategic partnering.

Learning culture, continuous learning, organizational learning anthropologist

2016 ◽  
Vol 48 (3) ◽  
pp. 123-128 ◽  
Author(s):  
Hester van Breda-Verduijn ◽  
Marjoleine Heijboer
Keyword(s):  
Organizational Culture ◽  
Organizational Learning ◽  
Continuous Improvement ◽  
Cultural Anthropology ◽  
Learning Culture ◽  
Continuous Learning ◽  
Breeding Ground ◽  
Content Type ◽  
Educational Sciences ◽  
Learning Issues

Purpose – The purpose of this paper is to clarify the way an organizational culture forms the right breeding ground for continuous learning. More and more organizations feel the urgency for innovation and continuous improvement. Learning is a key issue in this. A powerful culture of learning forms an effective breeding ground for continuous learning. That is the reason why in this paper the concept of “learning culture” will be analyzed: how will it contribute to continuous improvement and innovation? The authors will answer this question by taking the perspective of an organizational learning anthropologist. Design/methodology/approach – The paper combines the perspective of educational sciences and cultural anthropology, and is based on a variety of professional literature. The main point of reference is the model of organizational culture of Schein (1999). Findings – Each organization has its own unique learning culture. A learning culture is considered effective when it is supporting the organizational objectives. And a learning culture is effective when it forms an effective breeding ground for the learning needed within the organization. Practical/implications – This perspective will bring learning and development professionals new ways of looking at the learning issues and solutions in their organizations. They will get acquainted with the method to analyze the learning culture in their own organization. They will understand how their organizational culture can influence learning issues. Besides that, they will get some ideas on how to improve the learning culture of their organization. Originality/value – This paper combines insights from cultural anthropology and educational sciences.

scholarly journals Driving Strategic Leadership and Organizational Learning Culture towards Organizational Sustainability

2019 ◽  
Vol 15 (5) ◽  
pp. 1190-1204
Author(s):  
Mohsin Naser A.N. Alharthi ◽  
Gamal S.A. Khalifa ◽  
Ali Ameen ◽  
Ahmed Hamoud Al-Shibamid ◽  
Osama Issac
Keyword(s):  
Organizational Learning ◽  
Learning Culture ◽  
Strategic Leadership ◽  
Organizational Sustainability ◽  
Organizational Learning Culture

scholarly journals Performance Enhancement Model of Human Resources through Knowledge Sharing

2017 ◽  
Vol 8 (1) ◽  
Author(s):  
Arizqi Arizqi
Keyword(s):  
Organizational Learning ◽  
Knowledge Sharing ◽  
Human Resource ◽  
Structural Equation ◽  
Learning Culture ◽  
Equation Modeling ◽  
Survey Method ◽  
Top Management ◽  
Management Support ◽  
Organizational Learning Culture

This study aims to examine the effect of exogenous variable consisting of organizational dimen-sion including organizational learning culture, support from top management, and individu-als namely openness in communication in affecting knowledge sharing of individuals. Besides, this study also examined how the role of knowledge sharing in improving human resource performance at Sharia Banking. This study was conducted through SEM (Structural Equation Modeling) test by using SmartPLS, a statistical software. The study was done through survey method by distributing questionnaire to 145 employees from frontliner departments at three of Sharia banks in Semarang. The findings of this study showed that two organizational di-mensions (Organizational Learning Culture and Top Management Support) have significant effect on the improvement of knowledge sharing. While Openness in Communication, the individual dimension, could not determine the improvement of knowledge sharing. Then, the improvement of human resource performance at sharia banking could be done by improving knowledge sharing.

scholarly journals The role of organizational learning climate and individual's learning goal orientation in training and development activity participation of R&D organization employees

2013 ◽  
Vol 26 (2) ◽  
pp. 177-194
Author(s):  
Sunhee Lee
Keyword(s):  
Organizational Learning ◽  
Goal Orientation ◽  
Training And Development ◽  
Future Research ◽  
Learning Climate ◽  
Formal Training ◽  
Organizational Training ◽  
Development Activity ◽  
Learning Goal ◽  
Learning Goal Orientation

The study examined the relationships between organizational learning climate and individual's learning goal orientation and employee's participation in training and development activities and whether the relationships differ between informal versus formal training and development activities. Multi-level analyses on survey data from a total of 1,087 employees of 11 R&D organizations showed that learning climate and learning goal orientation were positively related to participation in training and development activities even after organizational training budget was controlled for. Further, organizational learning climate was more closely related to formal training and development activities while individual's learning goal orientation was more closely related to informal training and development activities. The theoretical and practical implications as well as directions for future research were discussed.

HRD practices, employee competencies and organizational effectiveness: role of organizational learning culture

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rama Krishna Gupta Potnuru ◽  
Chandan Kumar Sahoo ◽  
Kalyan Chakravarthy Parle
Keyword(s):  
Organizational Learning ◽  
Human Resource Development ◽  
Organizational Effectiveness ◽  
Learning Culture ◽  
Medium Size ◽  
Content Type ◽  
Organizational Learning Culture ◽  
Employee Competencies ◽  
The Relationship

Purpose This paper aims to examine the moderating role of organizational learning culture (OLC) on the relationship between human resource development (HRD) practices and employee competencies (EC) in enhancing organizational effectiveness (OE). Design/methodology/approach An integrated research model of HRD practices, EC, OE and OLC was developed. The validity of the model is tested by applying structural equation modelling (SEM) approach to data collected from 506 employees working in 4 medium-size cement manufacturing companies. Findings The results confirmed that training and career development had a significant impact on EC, the moderating effect of OLC on the relationship between HRD practices and EC was found significant and there is a significant and positive relationship between EC and employee perceived OE. Originality/value This paper contributes to the HRD literature, integrating HRD practices, OLC and EC. The research is unique as it has applied moderated SEM to test hypotheses of the study.

The Relationship of Learning Culture, Learning Method, and Organizational Performance in the University and College Libraries in Taiwan

Libri ◽  
2015 ◽  
Vol 65 (1) ◽  
pp. 1-14 ◽  
Author(s):  
Ti Yu ◽  
Chao-chen Chen
Keyword(s):  
Organizational Learning ◽  
Learning Organization ◽  
Individual Learning ◽  
Two Dimensions ◽  
Learning Culture ◽  
Learning Method ◽  
Learning Methods ◽  
Universities And Colleges ◽  
Organizational Learning Culture ◽  
College Libraries

AbstractOver the past few decades, organizational learning has become a significant concept for the development of organizations. Numerous scholars and experts in librarianship have advocated the importance of creating a learning library for handling various challenges, such as the rapid development of the Internet and digital technology. However, an effective learning organization relies on a positive learning culture and starts with an individual’s commitment to learn. This study investigated the learning methods that are commonly adopted by staff in Taiwan’s university and college libraries, measuring their values regarding the organizational learning culture and knowledge performance, and exploring the relationships among individual learning methods, organizational learning culture, and knowledge performance in these libraries. Based on the Dimensions of the Learning Organization Questionnaire (DLOQ) and previous studies, this study designed and conducted a questionnaire survey of 478 library employees in 162 universities and colleges across Taiwan. Some key findings of this study included: (1) the individual learning method of “self-learning by using Internet resources” is adopted most frequently by library staff in Taiwan’s universities and colleges; (2) the overall values of staff members regarding their organizational learning cultures are not strong; (3) the two dimensions “creating continuous learning opportunities” and “creating systems to capture and share learning” can influence the methods of library staffs’ learning formally and informally, and they can positively contribute to enhance the knowledge performance of the library. In addition, informal learning methods are likely to enhance organizational knowledge performance.

scholarly journals Probing the Effects of Transformational Leadership on Employees’ Job Satisfaction With Interaction of Organizational Learning Culture

SAGE Open ◽  
2020 ◽  
Vol 10 (2) ◽  
pp. 215824402093077
Author(s):  
Saif-Ur-Rehman Khan ◽  
Mahwish Anjam ◽  
Mohammad Abu Faiz ◽  
Faisal Khan ◽  
Hashim Khan
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Organizational Learning ◽  
Organizational Effectiveness ◽  
Leadership Style ◽  
Banking Sector ◽  
Learning Culture ◽  
Organizational Learning Culture ◽  
Transformational Leadership Style

The purpose of this study is to explore how various dimensions of leadership style are being used to measure organizational effectiveness. Job satisfaction is one of the essential indicators used to measure organizational effectiveness. Literature suggests that the manager’s transformational leadership style highly influences the employees’ job satisfaction. This study focuses on identifying the role of a transformational leader in developing job satisfaction in employees of the banking industry, using the organizations’ learning culture as the moderating variable. For this purpose, a total of 180 respondents were surveyed from UAE’s banking sector. In this study descriptive statistics, Pearson’s correlation coefficient, and multiple regression analysis were employed for the data analyses. The results confirmed that the five dimensions of transformational leaders and overall transformational leadership style significantly affect the employee’s job satisfaction, whereas the moderating effect of the organizational learning culture on any of the said relationships was found insignificant. This study used self-reported data based on a cross-sectional survey in the banking sector only. The research emphasizes the implication of the leaders’ personal traits to be a significant determinant of an employee’s satisfaction. In addition, managers in the banking sector in UAE realized that organization learning culture (OLC) has not had any significant impact on employees’ job satisfaction. As there is not sufficient literature on the moderating role of organizational learning culture, this study is a valuable contribution to the existing body of knowledge.

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