Facilitating organizational learning in the Russian business context

2015 ◽  
Vol 22 (6) ◽  
pp. 306-316 ◽  
Author(s):  
Mariia Molodchik ◽  
Carlos Jardon
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Organizational Learning ◽  
Positive Impact ◽  
Specific Model ◽  
Learning Processes ◽  
Content Type ◽  
Business Context ◽  
Doing Business ◽  
Structural Relationships

Purpose – The paper aims to identify particular traits of the Russian context which condition two key enablers of organizational learning: organizational culture and transformational leadership. Design/methodology/approach – Drawing on a literature review, the study determines management challenges by implementation of organizational learning in the Russian business context. Taking this into account, the authors suggest specific model of organizational learning which contains organizational learning processes, organizational culture oriented towards learning and transformational leadership. Empirical justification of this model is provided using a sample of more than 100 respondents. Partial least squares-analysis is applied to define structural relationships between the elements of proposed model. Findings – The study reveals the positive and significant influence of transformational leadership and an organizational culture on organizational learning processes. Moreover, transformational leadership is shown to have a positive impact on an organizational culture, confirming the hypothesis regarding the pivotal role of leaders in the Russian business context. Research limitations/implications – The findings of this study can assist managers doing business in Russia to improve organizational learning processes. The size of the sample appears to be the main limitation of this study. Questions that might also be addressed in additional research concern the influence of organizational learning on the performance of Russian companies. Originality/value – The paper contributes to a better understanding of the barriers and stimuli exacted on organizational learning and provides empirical evidence of organizational learning practices of Russian companies.

How types of organizational culture and technological capabilities contribute to organizational learning

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Taghreed Al Dari ◽  
Fauzia Jabeen ◽  
Matloub Hussain ◽  
Dana Al Khawaja
Keyword(s):  
Organizational Culture ◽  
Organizational Learning ◽  
United Arab Emirates ◽  
Structural Equation ◽  
Positive Impact ◽  
Equation Modeling ◽  
Technological Capabilities ◽  
Content Type ◽  
Study Results ◽  
The Impact

Purpose This study aims to develop a theoretical framework of the impact of clan and hierarchy cultures and knowledge technological capabilities on organizational learning. Design/methodology/approach A questionnaire survey was used to collect data from 693 employees working in knowledge management centers in various law and enforcement units in the United Arab Emirates (UAE). Structural equation modeling was used to test the relationships between the variables. Findings The findings show that the clan culture had a significant negative effect on organizational learning. However, hierarchy culture and knowledge technological capabilities had a significant positive impact in predicting organizational learning behavior. Research limitations/implications The study focuses on a specific type of public organization only, which somewhat limits the generalizability of the research results. Second, as the study was cross-sectional, the causal relationships could not be inferred directly. The study results will help policymakers create a learning organization by examining the impact of organizational culture and knowledge of technological capabilities. Originality/value This paper has added knowledge about the relationship between culture types, knowledge technological capabilities and organizational learning, particularly in the UAE. This study helps to bridge the gap in research on culture and knowledge technological capabilities and organizational learning.

scholarly journals Organizational factors and process capabilities in a KM strategy: toward a unified theory

2017 ◽  
Vol 36 (4) ◽  
pp. 560-580 ◽  
Author(s):  
Naser Valaei ◽  
S.R. Nikhashemi ◽  
Nariman Javan
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Organizational Structure ◽  
Knowledge Acquisition ◽  
Organizational Factors ◽  
Equation Modeling ◽  
Technology Utilization ◽  
Content Type ◽  
Knowledge Conversion ◽  
Structural Relationships

Purpose The purpose of this paper is to examine the role of knowledge management (KM) enablers on KM activities in the context of Malaysian small- and medium-sized enterprises (SMEs). The effects of organizational culture, transformational leadership, organizational structure, and technology utilization as infrastructural KM enablers are examined on KM activities as knowledge acquisition, knowledge conversion, application, and protection. Design/methodology/approach A total of 227 responses from SMEs’ top management are used to assess the measurement and structural models applying partial least squares-structural equation modeling. Findings The results show that technology utilization and organizational structure are two main factors in KM activities (all structural relationships are supported). Surprisingly, organizational culture is only associated with knowledge conversion and protection and the findings indicate no relationships between organizational culture and knowledge acquisition and application. The results also indicate a positive relationship between transformational leadership and knowledge acquisition and the hypotheses on the association between transformational leadership and knowledge conversion, application, and protection are rejected. Practical implications The results of importance-performance map analysis (IPMA) imply that technology utilization has the highest importance on knowledge acquisition, conversion, and protection while organizational structure has the highest importance on knowledge application. The results of IPMA also show that organizational culture has the highest performance on all KM activities. Originality/value This study is amongst the few that examines the structural relationships between organizational factors and KM activities in a SME context.

Which transformational leadership behaviors relate to organizational learning processes?

2019 ◽  
Vol 26 (2) ◽  
pp. 176-189 ◽  
Author(s):  
Dana R. Vashdi ◽  
Zehavit S. Levitats ◽  
Shmuel Grimland
Keyword(s):  
Transformational Leadership ◽  
Organizational Learning ◽  
Leadership Behaviors ◽  
Learning Processes ◽  
Intellectual Stimulation ◽  
Supportive Leadership ◽  
Content Type ◽  
Personal Recognition ◽  
Specific Factors ◽  
The Relationship

PurposeThis paper aims to examine the relationship between behaviors associated with transformational leadership (TL) and the sub-processes of organizational learning (OL) and to explain these relationships based on the ability-motivation-opportunity (AMO) framework.Design/methodology/approachQuestionnaires assessing leadership behaviors and unit learning processes were filled in by 520 employees from 30 units within 9 organizations.FindingsEach sub-process of OL was found to be related to different leadership behaviors. For example, distribution was related to TL components directed toward developing followers’ ability (i.e. vision and intellectual stimulation) and created the opportunity to share knowledge (i.e. supportive leadership). On the other hand, the TL components found to be related to interpretation were those that enhance followers’ motivation to work well in a group (i.e. inspirational communication and personal recognition).Research limitations/implicationsShowing that specific TL behaviors are related to different OL sub-processes emphasizes the importance of each OL sub-process as a distinct outcome. In addition, this study begins to address the possible mechanisms that may explain why specific factors enhance some OL sub-processes, but not others.Practical implicationsThe study’s findings will assist managers and HR practitioners in recognizing which leadership behaviors are to be enhanced to help address particular sub-processes of OL that need improvement.Originality/valueThis paper is the first to examine the fine-tuned relationships between TL and OL and thus adds another explanation regarding why organizations differ in their learning processes and in their eventual outcomes, such as performance and innovation.

Factors influencing innovation performance in higher education institutions

2020 ◽  
Vol 27 (4) ◽  
pp. 365-378 ◽  
Author(s):  
Mercy Asaa Asiedu ◽  
Hod Anyigba ◽  
Kwame Simpe Ofori ◽  
George Oppong Appiagyei Ampong ◽  
John Agyekum Addae
Keyword(s):  
Higher Education ◽  
Transformational Leadership ◽  
Knowledge Management ◽  
Organizational Learning ◽  
Structural Equation ◽  
Higher Education Institutions ◽  
Innovation Performance ◽  
Content Type ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

Purpose The purpose of this paper is to explore the relationship between transformational leadership, knowledge management capabilities, organizational learning and innovation performance in the context of higher education institutions. Design/methodology/approach Using a survey research design, data was collected from 219 respondents comprising faculty and administrative staff from two public and five private universities in Ghana. The data were analysed by using the partial least squares approach to structural equation modelling with the use of Smart PLS software. Findings The results revealed that transformational leadership significantly predicts knowledge management capabilities and organizational learning and also has a positive effect on innovation performance. Originality/value Although some studies have covered the theoretical and empirical analyses of links between transformational leadership, innovation performance and some knowledge management capabilities, this study examines the direct links between transformational leadership and knowledge management capabilities, on one hand, and transformational leadership and organizational learning on the other, as well as their overall effect on innovation performance, which has been less discussed in literature, particularly in the tertiary educational sector and in the Ghanaian context.

scholarly journals The effect of ethical values on transformational leadership and ethical climate in organisations

2005 ◽  
Vol 36 (2) ◽  
pp. 19-26 ◽  
Author(s):  
A. S. Engelbrecht ◽  
A. S. Van Aswegen ◽  
C. C. Theron
Keyword(s):  
Transformational Leadership ◽  
Theoretical Model ◽  
South African ◽  
Ethical Climate ◽  
Effective Leadership ◽  
Ethical Values ◽  
The South ◽  
Business Context ◽  
Structural Relationships ◽  
Positive Effect

Ethical leaders are ultimately responsible for developing a strong and sustainable ethical climate in organisations. Ethical values and the ability to influence followers to internalise these values have become prerequisites for effective leadership in modern organisations. Although ethics, leadership, and values have received much attention, there has been little coordinated effort to integrate transformational leadership with ethical climate and ethical values. The aim of this study was to develop and validate a theoretical model to explain the structural relationships between these variables in the South African business context. The results revealed that altruism influences transformational leadership positively, and that transformational leadership in turn has a positive effect on ethical climate. Some support was also found for the proposition that integrity moderates the effect of transformational leadership on ethical climate.

Transformational leadership and psychological empowerment

2017 ◽  
Vol 30 (1) ◽  
pp. 82-95 ◽  
Author(s):  
Rabindra Kumar Pradhan ◽  
Madhusmita Panda ◽  
Lalatendu Kesari Jena
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Mediation Analysis ◽  
Psychological Empowerment ◽  
Study Data ◽  
Content Type ◽  
The Road ◽  
Road Map ◽  
Retail Organizations ◽  
Data Collections

Purpose The purpose of this paper is to examine the role of transformational leadership in psychological empowerment in Indian retail industry. This study also tries to examine whether organizational culture plays a mediating role in the relationships between transformational leadership and psychological empowerment. Design/methodology/approach A sample of 310 respondents was randomly selected from different Indian retail organizations for the study. Data collections were carried out using a set of standardized questionnaires. Raw data were analyzed using SPSS 20.0 and process plugin of Hayes for mediation analysis. Findings The empirical investigations of the study have shown that transformational leadership is positively related to psychological empowerment. The study also found partial mediation of organizational culture between transformational leadership and psychological empowerment. Research limitations/implications First of all, the sample size of the study is relatively small (n=310). The study is limited to the employees of eastern Indian retail organizations. Second, the common method bias is presumed to influence and inflate the relationships between the variables of the study as the data on all three variables were collected at the same point of time from respondents. Practical implications The road map presented in this paper may be helpful for the retail executives to diagnose organizational culture and leadership styles prevailing in the organization and their influence on psychological empowerment. The study may be helpful for retail managers to develop a desirable culture through the practice of transformational leadership that would enhance the empowerment process. Originality/value This paper adds value to the limited body of knowledge about the association among transformational leadership, psychological empowerment, and organizational culture. The findings presented in this paper would be beneficial for Indian researchers, OD experts and organization scientists in developing a culture of empowerment by the help of transformational leadership. Unique statistical tools have been used for mediation analysis.

Examining the impact of organizational culture on social capital in a research based organizations

2016 ◽  
Vol 46 (3) ◽  
pp. 411-426 ◽  
Author(s):  
Majid Ramezan
Keyword(s):  
Social Capital ◽  
Organizational Culture ◽  
Regression Analysis ◽  
Positive Impact ◽  
High Reliability ◽  
Pearson Correlation ◽  
Face Validity ◽  
Content Type ◽  
Industrial Organizations ◽  
The Impact

Purpose The purpose of this paper is to investigate the impact of organizational culture (OC) on social capital (SC) between experts of research-based industrial organizations who were aware of the subject of research. Design/methodology/approach The tools in this study were the native and modified questionnaire of Denison OC model with 33 items and Abili’s developed questionnaire based on Nahapiet and Ghoshal model for SC with 24 items. Validity of questionnaire well approved based on face validity method by experts, specialists and professors of management. Using the results of pre-test, Cronbach’s alpha was showed the very high reliability. Because of the low number of experts, we did not sampling and decided to distribute questionnaires among all of them. In all, 120 completely filled questionnaires were returned out of the 134 distributed. For examining the main hypothesis and sub-hypothesis of this study simple linear regression and multiple regression analysis were used. Findings The results of regression analysis showed that regression line ascribes changes in dependent variable (SC) to independent variable (OC). It means that in research-based industrial organizations, OC has a significant positive impact on SC and cultural traits with internal focus have more impact on SC than those with external focus. Then, with the use of parametric tests, the relationship between OC and SC and between components of OC and SC was investigated. Finally, Pearson correlation tests results confirmed the significant relationships. Overall, the results of this study show the significant, positive, strong relationship between OC and SC. Originality/value As there are not many studies about the impact of OC on SC, this paper’s findings will be useful to assess and improve the cultural situation for increasing the SC in organization.

Organizational innovation: the role of leadership and organizational culture

2018 ◽  
Vol 14 (1) ◽  
pp. 33-47 ◽  
Author(s):  
Wenjing Li ◽  
Tahseen Ahmed Bhutto ◽  
Ali Reza Nasiri ◽  
Hamid Ali Shaikh ◽  
Fayaz Ali Samo
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Organizational Climate ◽  
Knowledge Creation ◽  
Organizational Innovation ◽  
Online Questionnaire ◽  
Content Type ◽  
Research Institutes ◽  
The World ◽  
Practical Implications

Purpose The purpose of this paper is to approach the issue of how organizational innovation can be accelerated with the support of leadership structures and the organizational climate, specifically taking into account the top innovative universities of the world, which has not been found in previous empirical studies. Design/methodology/approach A survey, based on a deductive approach, is adopted since the questionnaire for organizational innovation is designed for organizations in order to measure organizational innovation, widely used by experienced employees from senior managers to all kind of employees (Caird et al., 2013) facilitating the European Commission work, whereas for transformational leadership, a Multifactor Leadership Questionnaire (Bass and Avolio, 1994) is utilized. A complete online questionnaire was developed for collecting data, and the PLS-SEM statistical technique is used for analysis and results. Findings Top innovative universities of the world mostly have a transformational leadership style directly triggering organizational innovation which is consistent with the previous studies, while transactional leadership is having a positive relationship with organizational culture and innovation, but the results were statistically insignificant. Research limitations/implications Based on this research and other previous studies, it is suggested that universities across the world ought to imply transformational leadership traits and style which have fostered organizational innovation in the top-ranked innovative universities in developed nations, whereas more factors needed to be studied so that comprehensive guidelines should be provided to universities and research institutes where innovation is stagnant and passive. Practical implications The finding has practical implications, suggesting that universities and research institutes should draft and implement guidelines where leaders with certain traits and norms can play a role to nourish an environment where stakeholders think outside the box, with learning and knowledge creation, and proactive contribution beyond responsibilities, obligations, and compulsion. Social implications This study has suggested that less innovative universities should draft and design leadership and cultural enriching plans so that society, organizations, and commercial firms could foster innovation, ultimately benefiting general public and society. Originality/value Very few of the scholars have investigated from the perspective of innovative universities, where knowledge is created and flows into organizations, either governmental or private, and society in general. As a result, this study aims to investigate how leadership has impacted the culture of knowledge creation and innovativeness in the top 100 innovative universities. So, this is among rare studies where universities are suggested to adopt innovation supporting culture and leadership.

Pedagogic challenges in the learning organization

2014 ◽  
Vol 21 (3) ◽  
pp. 162-174 ◽  
Author(s):  
Jon Ohlsson
Keyword(s):  
Organizational Learning ◽  
Tacit Knowledge ◽  
Learning Organization ◽  
Collective Learning ◽  
Learning Processes ◽  
Loop Model ◽  
Local School ◽  
Head Teachers ◽  
Content Type ◽  
School Organizations

Purpose – The purpose of this paper is to further clarify a conceptual understanding of pedagogic challenges in the learning organization and to propose a model for pedagogic interventions to facilitate organizational learning and managing tacit knowledge. Design/methodology/approach – The “organization pedagogic” approach includes analysis of, and interventions in, learning processes in local school organizations' quality development. The empirical study focuses particularly on identified contradictions and challenges regarding organizational learning. Through a multi-case study design, 39 in-depth interviews with head teachers and teachers were carried out. A qualitative thematic analysis was conducted. Findings – Observed obstacles regarding collective learning processes in the local school organizations mirrored underlying contradictions. These contradictions manifest as dilemmas concerning inconsistent and implicit quality analyses and assessments, as conflicting views regarding collaboration and interpretations of teacher’s role and as paradoxical views on managing processes regarding quality work. Originality/value – A conclusion is that dilemmas and paradoxes, more than conflicting views, are difficult to conceptualize and make explicit to create shared knowledge. This means that contradictions remain as underlying tensions in the organization and decrease the potential of both team learning and organizational learning. Therefore, a pedagogic intervention loop model is suggested, aiming at facilitating ongoing collective learning processes and managing tacit knowledge.

Inter-organizational learning within an organization? Mainstreaming gender policies in the Swedish ministry of foreign affairs

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Marte C.W. Solheim ◽  
Sigrun Marie Moss
Keyword(s):  
Organizational Learning ◽  
Design Methodology ◽  
Learning Processes ◽  
Foreign Affairs ◽  
Gender Mainstreaming ◽  
Organizational Processes ◽  
Content Type ◽  
Single Complex ◽  
Gender Policies ◽  
Different Parts

Purpose The purpose of this paper is to explain how theories of inter-organizational learning can create new insights and nuances to how processes of intra-organizational learning come about in a single, complex and multi-sited organization. Design/methodology/approach A constructivist thematic analysis of the “Handbook of Feminist Foreign Policy” produced by the Swedish Ministry of Foreign Affairs (SMFA) is completed, exploring the organization’s own presentation of the complex learning processes that took place when implementing the new policy in 2014. Findings The literature on inter-organizational learning has a so far unexplored explanatory potential to understand learning processes that take place in complex, multi-sited organizations. This case demonstrates why and how this potential is relevant to exploit. Five themes are constructed from the analysis; four pointing out how gender mainstreaming is spread throughout the different parts of the organization and one detailing how the learning process has provided the SMFA knowledge exportable to other organizations. Originality/value Due to the complexity in large, multi-sited organizations today, this paper argues what is classically understood as solely inter-organizational processes could also apply to a single organization, as the learning processes this engages in, transitions intra- and inter-organizational learning. The study advances current understandings through exploring mechanisms of gender mainstreaming.

Sign in / Sign up

Export Citation Format

Share Document