Organizational learning culture and business intelligence systems of health-care organizations in an emerging economy

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Md. Shamsul Arefin ◽  
Md. Rakibul Hoque ◽  
Tareq Rasul
Keyword(s):  
Health Care ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Health Care Organizations ◽  
Learning Culture ◽  
Content Type ◽  
Organizational Learning Culture ◽  
Business Intelligence Systems ◽  
The Relationship

Purpose This paper aims to investigate the role of business intelligence systems (BIS) in the relationship between organizational learning culture and organizational performance in the health-care context. Design/methodology/approach A quantitative approach was applied to identify the hypothesized relationships. Data were obtained from a survey of 217 mid- and top-level managers of health-care organizations in Bangladesh. Structural equation modeling was used to analyze the data. Findings The findings attest to the effectiveness of the mediating role of BIS in the relationship between organizational learning culture and organizational performance within health-care organizations. The theoretical and practical implications of the findings are also discussed. Research limitations/implications The study data were collected from a single country, which made generalization difficult. Further research should be carried out to replicate the present study with different organizational cultural variables and organizational outcomes, such as patient satisfaction. Practical implications This study provides a clear direction for hospital managers to invest more resources in an effective learning culture, to be positively mediated by BIS and to eventually enhance their hospitals’ performance. In addition, this study also suggests that hospital managers should focus on building a knowledge-based learning culture, to effectively use the information provided by BIS. Originality/value Despite the prior study on the applications of BIS and their value to an organization, little is known about the impact of organizational learning culture on BIS in health-care organizations. The findings give support to the argument that organizational learning culture plays an important role in BIS that, in turn, affects business performance.

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.

Organizational learning culture and workplace spirituality

2014 ◽  
Vol 21 (3) ◽  
pp. 175-192 ◽  
Author(s):  
Monthon Sorakraikitikul ◽  
Sununta Siengthai
Keyword(s):  
Organizational Learning ◽  
Knowledge Sharing ◽  
Structural Equation ◽  
Workplace Spirituality ◽  
Learning Culture ◽  
Theory And Practice ◽  
Cross Sectional ◽  
Content Type ◽  
Organizational Learning Culture

Purpose – The purpose of this study is to investigate the role of organizational learning culture as an enabler of knowledge-sharing behaviours and workplace spirituality. A model is proposed to examine the mediating role of knowledge-sharing behaviours between organizational learning culture and workplace spirituality. Design/methodology/approach – Employees from various Thai industries participated in the study, and structural equation modelling was used to test hypothesized relationships. Findings – Results suggest a positive relationship between organizational learning culture and workplace spirituality, partially mediated by knowledge-sharing behaviours. Research limitations/implications – The study was limited to Thailand, and is a cross-sectional design. Further investigation into the causality of relationships and cultural disparities is needed. Practical implications – Friendly learning environments enable both knowledge sharing and change organization members’ views regarding learning and performance improvements for organizational sustainability. Originality/value – This paper bridges a gap between theory and practice concerning the outcomes of organizational learning and factors that lead to workplace spirituality.

scholarly journals Are altruistic leaders worthy? The role of organizational learning capability

2015 ◽  
Vol 36 (3) ◽  
pp. 271-295 ◽  
Author(s):  
Fermín Mallén ◽  
Ricardo Chiva ◽  
Joaquín Alegre ◽  
Jacob Guinot
Keyword(s):  
Organizational Learning ◽  
Organizational Performance ◽  
Structural Equation ◽  
Equation Modeling ◽  
Future Research ◽  
Leader Behaviors ◽  
Learning Capability ◽  
Content Type ◽  
The Relationship

Purpose – The purpose of this paper is to investigate the relationship between altruistic leader behaviors, organizational learning capability and organizational performance. Design/methodology/approach – The sampling frame consists of several databases or listings of business that consider people as a key element of the organization and are considered by their employees to be good firms to work for or organizational environments where human resources management has high priority (n=251). The authors use structural equation modeling to test if the relationship between altruistic leader behaviors and organizational performance is mediated by organizational learning capability. Findings – Results suggest that organizational learning capability fully mediates between altruistic leader behaviors and organizational performance. Thus, organizational learning capability plays a key role in explaining how altruistic leader behaviors affect organizational performance, essentially because it facilitates the creation of a creative, participatory and dialogue-based environment that promotes organizational learning. Research limitations/implications – The database used in the study is very heterogeneous. Future research might delimit the database by organization size or sector. Qualitative studies may also improve our understanding of the relationships studied and enable other concepts to be included. Practical implications – This study provides evidence of the positive relationship between altruistic leaders and performance. However, recruiting and fomenting altruistic leaders is not sufficient on its own to improve performance, and should be accompanied by implementing other facilitating factors of organizational learning such as dialogue or experimentation. Originality/value – In recent years some studies have linked leadership with organizational learning. However, this is one of the first studies to concentrate on altruistic leader behaviors as such, a concept that has received scant mention in the literature despite its importance in a number of leadership styles, and its relevance today as an alternative to the egotistic leader. The authors offer empirical evidence of the role of altruistic leader behavior as an antecedent of organizational learning capability and subjective measures of performance.

Mediating effect of knowledge management on organizational learning culture in the context of organizational performance

2017 ◽  
Vol 36 (7) ◽  
pp. 846-858 ◽  
Author(s):  
Wahda
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Learning Culture ◽  
The State ◽  
Mediating Effect ◽  
Exact Science ◽  
Content Type ◽  
Organizational Learning Culture

Purpose The purpose of this paper is to determine the mediating effect of knowledge management (KM) on organizational learning culture (OLC) in the context of organizational performance of the State Organization for Higher Education (PTN) in South Sulawesi. Design/methodology/approach The unit of analysis in this study includes a study program of exact sciences, non-exact science scholars, as well as the study population. Sample size is 138 units/respondents. Analysis method used to test the research hypothesis is partial least square (PLS) by employing XLSTAT. Findings The results of analysis show that the exact science, non-exact science, and exact-non-exact OLC have a significant positive effect on KM. This means that when an OLC is strongly implanted, the KM will be well implemented. Therefore, to carry out the KM well, it is imperative that there should be a suitable organizational culture. In this case, an OLC has the biggest effect on achieving organizational performance. Originality/value KM in organizations has been researched by performing case studies on sub-companies of a selected corporation in the city of Esfahan and on OLC in a public service organization of Pakistan. This paper claims originality on the basis of the following: variables used are mediating variables of KM, learning organizational culture, and organizational performance; the method used in this research is PLS and the locations used in this study, sites at the State University of Makassar in Indonesia, are unique as they have not been used in any previous studies on this topic.

The mediating role of the extensiveness of strategic planning on the relationship between slack resources and organizational performance

2015 ◽  
Vol 53 (5) ◽  
pp. 1023-1044 ◽  
Author(s):  
Yasir Fadol ◽  
Belal Barhem ◽  
Said Elbanna
Keyword(s):  
Health Care ◽  
Strategic Planning ◽  
Organizational Performance ◽  
Health Care Sector ◽  
Public Hospitals ◽  
Slack Resources ◽  
Content Type ◽  
Mediating Role ◽  
The Relationship

Purpose – The purpose of this paper is to improve the understanding of the mediating role of the extensiveness of strategic planning on the relationship between slack resources and organizational performance. Design/methodology/approach – The study uses empirical data gathered from 102 usable replies from private and also public hospitals in the United Arab Emirates (UAE). Findings – The findings indicate the existence of a positive relationship between slack resources and organizational performance and show that the extensiveness of strategic planning plays a mediating role in this relationship. Research limitations/implications – The authors highlight the exploratory nature of the study considering its unusual setting, namely, the UAE’s health care sector. Practical implications – Several implications of the findings for managerial and policy practices in the UAE health care sector are discussed. Originality/value – This study contributes to the existing literature on management, health care, and developing countries by examining the role of the extensiveness of strategic planning in mediating the relationship between slack resources and organizational performance in the health care industry of a developing country.

Is organizational learning culture a good bet?

2017 ◽  
Vol 30 (3) ◽  
pp. 328-343 ◽  
Author(s):  
Teresa Rebelo ◽  
Adelino Duarte Gomes
Keyword(s):  
Organizational Culture ◽  
Organizational Learning ◽  
Customer Satisfaction ◽  
Organizational Performance ◽  
Learning Culture ◽  
Equation Modeling ◽  
Total Quality ◽  
Content Type ◽  
Organizational Learning Culture ◽  
Positive Direct

Purpose Interest in the relationship between organizational culture and performance is not new but it still attracts considerable attention from researchers. In the literature on organizational learning, organizational culture is mainly conceived as an essential condition to facilitate and support learning and consequently as an important feature in achieving organizational performance nowadays. In the scope of this research topic, the purpose of this paper is to analyze the effect of organizational learning culture on two organizational outcomes – profitability and customer satisfaction, and the mediation effect of total quality management (TQM) in these relationships. Design/methodology/approach The data were collected from 107 firms and the technique used for data analysis was structural equation modeling. Findings The results reveal a positive direct impact of organizational learning culture on organizational profitability and a positive indirect effect, through TQM, on customer satisfaction. Originality/value These findings support to a body of literature that claims the relevance of developing a cultural orientation toward learning in organizations in order to contribute to organizational success. This study also takes into account some methodological features in order to increase the quality of culture-performance research.

EFQM enablers and business performance relationship: Examining mediating role of organizational learning culture in Pakistani textile sector

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hafiz Ahmad Ashraf ◽  
Muhammad Ishtiaq Ishaq ◽  
Mumtaz Muhammad Khan
Keyword(s):  
Organizational Learning ◽  
Institutional Theory ◽  
Textile Industry ◽  
Business Performance ◽  
Learning Culture ◽  
Content Type ◽  
Organizational Learning Culture ◽  
Mediating Role ◽  
And Performance

Purpose This paper aims to determine the influence of the European Foundation for Quality Management (EFQM) excellence enablers on the financial, market and non-financial performance of the textile companies in Pakistan. Moreover, the mediating role of organizational learning culture is also tested in EFQM enablers and performance relationships. Design/methodology/approach Using a multi-respondent strategy, the data was collected from 254 textile firms registered with All Pakistan Textile Mills Association (APTMA) using a highly structured questionnaire. The data were analyzed using structural equation modeling via AMOS v.22. Findings The results reveal that EFQM excellence enablers significantly influence financial, non-financial and market performance. Furthermore, organizational learning culture (OLC) significantly positively mediates the relationship between EFQM excellence enablers and business performance. Research limitations/implications This study enhances the literature of EFQM enablers and microfoundations of institutional theory in the textile industry of developing countries and proposes a way forward to the effective utilization of such enablers for higher performance. Originality/value This research is the first of its kind that empirically tests the microfoundations of institutional theory concerning EFQM, OLC and performance in the textile industry of Pakistan.

The role of organizational learning culture and psychological empowerment in reducing turnover intention and enhancing citizenship behavior

2016 ◽  
Vol 23 (2/3) ◽  
pp. 156-169 ◽  
Author(s):  
Talat Islam ◽  
Mubbsher Munawar Khan ◽  
Fida Hussain Bukhari
Keyword(s):  
Organizational Learning ◽  
Organizational Citizenship Behavior ◽  
Turnover Intention ◽  
Psychological Empowerment ◽  
Learning Culture ◽  
Citizenship Behavior ◽  
Cross Sectional Survey ◽  
Content Type ◽  
Organizational Learning Culture

Purpose The purpose of this paper is to examine the association among organizational learning culture (OLC), psychological empowerment (PE), affective commitment (AC), organizational citizenship behavior and turnover intention. Design/methodology/approach This study was undertaken via a questionnaire conducted among Malay-Chinese working in banking and insurance sector of Malaysia. Findings PE and OLC were found to influence employee’s citizenship behavior toward their organization and turnover intention. In addition, AC was found to perform the role of mediator between them. Research Limitations/implications The study used self-reported data based on a cross-sectional survey. The study has implications for the managers. Practical Implications OLC and PE were found to influence turnover intention directly and indirectly, providing an avenue of approach for managers to retain its key employees. Originality/value The paper examines the consequences of OLC and PE, neglected variables along with the mediation of AC.

The moderating role of non-controlling supervision and organizational learning culture on employee creativity

2017 ◽  
Vol 41 (7) ◽  
pp. 647-666 ◽  
Author(s):  
Shinhee Jeong ◽  
Gary N. McLean ◽  
Laird D. McLean ◽  
Sangok Yoo ◽  
Kenneth Bartlett
Keyword(s):  
Organizational Learning ◽  
Learning Culture ◽  
Creative Performance ◽  
Employee Creativity ◽  
Content Type ◽  
Organizational Learning Culture ◽  
Creative Personality ◽  
Domain Expertise ◽  
Moderating Role

Purpose By adopting a multilevel approach, this paper aims to examine the relationships among employee creativity and creative personality, domain expertise (i.e. individual-level factors), non-controlling supervision style and organizational learning culture (i.e. team-level factors). It also investigates the cross-level interactions between individual differences and organizational context influencing employee creativity. Design/methodology/approach Hierarchical linear modeling was performed to test the hypotheses using multisource data with 416 employees and their supervisors in 86 research and development teams. Findings This paper found that domain expertise and non-controlling supervision style are positively associated with employee creativity. Also, a positive moderating role of non-controlling supervision style was found in explaining the relationship between domain expertise and employee creativity. However, no significant relationship was found between creative personality and employee creativity, and there was no moderating effect of organizational learning culture. The paper discusses the theoretical implications of these findings and provides practical suggestions based on the findings. Originality/value This paper has begun to address the significant gap in the extant employee creativity literature and has departed from the common research practice of investigating creativity at a single level. It has expanded understanding of the antecedents of creativity with empirical evidence, as it revealed domain expertise and non-controlling supervision as influential factors. Further, domain expertise has generally positive effects on creative performance, whether non-controlling leadership is high or low. Additionally, this study brings an interesting insight in interpreting the contribution of organizational learning culture as measured by the Dimensions of Learning Organization Questionnaire to creativity and also affirms the importance of autonomy that increases intrinsic motivation and creativity. Another theoretical contribution of this study can be found from an intriguing contradiction in the literature that understands the role of expertise in creative performance. Moreover, the finding on non-controlling supervision supports the effectiveness of a freedom approach.

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