Knowledge Characteristics and Organizational Learning Strategies of Service Outsourcing Enterprises

2010 ◽  
Author(s):  
Zhixiong Xiao ◽  
Yuanjian Qin
Keyword(s):  
Organizational Learning ◽  
Learning Strategies ◽  
Service Outsourcing

scholarly journals Organizational learning Strategies and their Reflection in the Development of the Organization's Design

2018 ◽  
Vol 2 (2) ◽  
pp. 77-101
Author(s):  
Warda Abdulkhaliq Abdul Rahman Al-Hamwan ◽  
Jawad Zraw Jawad Abadi ◽  
Ali Abbas Ali al-Moussawi
Keyword(s):  
Organizational Learning ◽  
Learning Strategies ◽  
Learning Strategy ◽  
Organization Design ◽  
University Leadership ◽  
Four Dimensions ◽  
Survey Sample ◽  
Deviation Coefficient ◽  
The University

The research aims to identify the role of organizational learning strategies and their reflection in the development of the design of the organization in the presidency of the University of Kirkuk, and to achieve this goal, the researcher through research and related studies to build hypotheses explaining the relationship between the variables studied. The study relied on the study of organizational learning strategies as an independent variable Four important dimensions are (learning strategy to emphasize efficiency, learning strategy to emphasize innovation, learning strategy to emphasize trends, learning strategy to emphasize professionalism), and four dimensions representing the adopted variable The survey sample consisted of (55) director (department, division, unit) and distributed a questionnaire covering (39) paragraphs. In light of this, data were collected and analyzed and hypotheses were tested using the statistical package (SPSS). A number of statistical methods were used, including arithmetic mean, standard deviation, coefficient of variation, Spearman correlation coefficient, simple linear regression coefficient The results of the research sample showed that the university leadership is interested in the study of organizational learning strategies because it leads to improving the design of the organization as a whole through the knowledge, experiences and abilities of the organization. Competitive advantage of the organization In addition, there is a strong correlation between organizational learning and its strategies with the nature of the work of the Presidency of the University as a whole, showing the role played by organizational learning strategies. University University. Keywords: organizational learning strategies, learning strategy, emphasis on efficiency, learning strategy, emphasis on innovation, learning strategy emphasizing trends, learning strategy emphasizing professionalism, organization design, strategy and vision, personnel working systems, organizational structure.

Making Organizational Learning Work

2012 ◽  
Vol 3 (3) ◽  
pp. 54-61
Author(s):  
John J. Sullivan ◽  
Roger Beach
Keyword(s):  
Organizational Learning ◽  
Learning Strategies ◽  
Management Practices ◽  
Operational Reliability ◽  
Learning Opportunities ◽  
Organizational Settings ◽  
Learning From Failure ◽  
Learning Capabilities ◽  
Knowledge Management Practices ◽  
Operational Failures

This paper reports findings from an ongoing study to understand the dynamics of operational reliability. Previously, the study identified weaknesses in organizational settings that inhibited learning opportunities, specifically the ability to learn from failure (Sullivan et al., 2008). Effective organizational learning strategies are critical in promoting operational reliability, specifically recovering from operational failures or preventing them altogether (Sullivan, 2007). There is considerable debate over the effectiveness of organizational learning and there is evidence that shows that it can, and in some cases must, work. The U.S. Navy demonstrates exceptional learning capabilities, learning from failure and even learning without failure. Further, the Navy’s knowledge management practices have proven effective over time as generations of military personnel, civil servants, and contractors learn from the experiences of their predecessors (Sullivan, 2007).

scholarly journals Self-Regulation in Informal Workplace Learning: Influence of Organizational Learning Culture and Job Characteristics

2021 ◽  
Vol 12 ◽  
Author(s):  
Anne F. D. Kittel ◽  
Rebecca A. C. Kunz ◽  
Tina Seufert
Keyword(s):  
Organizational Learning ◽  
Informal Learning ◽  
Goal Orientation ◽  
Learning Strategies ◽  
Workplace Learning ◽  
Self Efficacy ◽  
Job Characteristics ◽  
Learning Culture ◽  
Formal Learning ◽  
Organizational Learning Culture

The digital shift leads to increasing changes. Employees can deal with changes through informal learning that enables needs-based development. For successful informal learning, self-regulated learning (SRL) is crucial, i.e., to set goals, plan, apply strategies, monitor, and regulate learning for example by applying resource strategies. However, existing SRL models all refer to formal learning settings. Because informal learning differs from formal learning, this study investigates whether SRL models can be transferred from formal learning environments into informal work settings. More precisely, are all facets relevant, and what are the relational patterns? Because informal workplace learning occurs through interaction with the context, this study investigates the influence of context, i.e., organizational learning culture and job characteristics (autonomy, task identity, and feedback) on SRL. Structural equation modeling of N = 170 employees in various industries showed the relevance of the self-reported metacognitive strategies planning, monitoring, and regulation; the resource strategies help-seeking and effort regulation; and deep processing strategy elaboration. However, there was no evidence for organization strategies. The learning strategies were associated with self-efficacy and mastery-approach goal orientation. Regarding context, results supported indirect effects over self-motivational beliefs of learning strategies. Organizational learning culture was connected with mastery-approach goal orientation, whereas job characteristics autonomy and feedback were related to self-efficacy, which were again related to SRL strategies. Therefore, context can empower employees not only to accomplish their tasks but to develop themselves by applying SRL strategies. The results are discussed, and practical implications are outlined.

scholarly journals A Case Study Of Learning In A Thai Manufacturing Organization

2011 ◽  
Vol 22 (2) ◽  
Author(s):  
Lynn L. K. Lim ◽  
Tritos Laosirihongthong ◽  
Christopher C. A. Chan
Keyword(s):  
Organizational Learning ◽  
Learning Strategies ◽  
Team Learning ◽  
Shared Vision ◽  
Organizational Level ◽  
Motivation To Learn ◽  
Self Development ◽  
Manufacturing Organization ◽  
Practical Implications

<p class="MsoNormal" style="text-align: justify; margin: 0in 0.6in 0pt 0.5in;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;">This study examines the relationships between individual, team and organizational learning of 1103 workers from a Thai manufacturing organization. Individual learning was conceptualized in terms of individuals&rsquo; learning strategies and motivation to learn. Team learning consisted of internal team learning and external team learning. Organizational learning was believed to be underpinned by commitment to learning, shared vision and open mindedness. These three levels of learning were inter-related. Thus, individuals who are interested in self development are more likely to contribute positively to teamwork and the benefits from the team learning could flow to the organizational level.<span style="mso-spacerun: yes;">&nbsp; </span>The theoretical and practical implications are discussed.<span style="mso-spacerun: yes;">&nbsp; </span></span></span></p>

scholarly journals The effects of organizational ambidexterity and justice on organizational learning

2021 ◽  
Vol 10 (1) ◽  
pp. 1-14
Author(s):  
Ilkay Eraslan ◽  
Erkut Altindag
Keyword(s):  
Organizational Learning ◽  
Organizational Justice ◽  
Learning Strategies ◽  
Organizational Support ◽  
Personal Development ◽  
Structural Equation ◽  
Family Firms ◽  
Equation Model ◽  
Organizational Ambidexterity ◽  
Innovation Activities

  This study examines the relationship between organizational justice and organizational ambidexterity with organizational learning. This paper also evaluates the effect of organizational justice on organizational learning strategies of employees in the cause-effect relationship and measure the effect of perceived organizational support and bi-directionality on organizational learning. 645 family firms operating in Istanbul have been analyzed with Structural Equation Model. Findings demonstrate that organization's ambidexterity ability and the concept of justice in the organization had an indirect and positive effect on the perception of organizational support. This study also highlights that companies using their generic knowledge and skills increase the effectiveness of their innovation activities. The exploratory and development capabilities of a company make a significant contribution to the personal development of the employees in the company.

Communities of Practice in Organizational Learning Strategies

2016 ◽  
pp. 249-266
Author(s):  
Mario Perez-Montoro ◽  
Sandra Sanz
Keyword(s):  
Organizational Learning ◽  
Communities Of Practice ◽  
Community Of Practice ◽  
Learning Strategies ◽  
Future Development ◽  
Organizational Structures ◽  
Or Groups ◽  
Working Groups ◽  
Definition Of ◽  
Agreed Definition

In recent years, the interest in and development of communities of practice (CoPs) has undergone exponential growth. However, this uncontrolled expansion has, to a large extent, led to the name of community of practice being attributed to working groups or communities that are not communities of practice. The aim of this work is to shed a little light on this confusion and identify and characterise communities of practice compared with other types of groups or organizational structures. To achieve it, first of all, we are going to introduce an intuitive and agreed definition of community of practice. In a second movement, we will identify and define the principal groups or organizational structures that are used, besides communities of practice, by organizations to improve their strategies when meeting these aims that they are pursuing. We will then present a comparison between these organizational structures or groups and communities of practice. The chapter ends by offering a number of conclusions and providing some guidelines on the future development of communities of practice.

scholarly journals Business Sustainability Strategy in a Cooperative Kibbutz Industry

2020 ◽  
Vol 12 (21) ◽  
pp. 9172
Author(s):  
Yaffa Moskovich
Keyword(s):  
Organizational Learning ◽  
Qualitative Methods ◽  
Strategic Management ◽  
Learning Strategies ◽  
Business Strategy ◽  
Document Analysis ◽  
Management Approach ◽  
Business Sustainability ◽  
Community Wellbeing ◽  
Sustainability Strategy

This article describes the management approach underlying the strategic business sustainability at a kibbutz factory situated in a non-privatized collective community. The business strategy explains the outstanding success of “T Industries”—which ranks as a leading kibbutz enterprise. The research utilized qualitative methods, using deep interviews combined with document analysis. The study found that the strategic management of T Industries comprises three major components: (1) socialist concern for community wellbeing, (2) an external strategy that focuses on expansion and rendering the industry global, with numerous organizational alliances and acquisitions, and (3) an internal strategy that includes self-criticism, professionalism, creativity, and organizational learning. Strategies of the top management have the ability to integrate conflicting methods into their strategy while promoting innovation and originality and can increase economic success and reassure its sustainability for the business and the community.

Sign in / Sign up

Export Citation Format

Share Document