Survey Role of Cultural Barriers in the Relationship between Learning Organization and Innovation in Market

2014 ◽  
Vol 3 (9) ◽  
pp. 165-176
Author(s):  
Alireza Babaahmadi ◽  
Marhamat Hemmat Poor ◽  
Masoud Amoo Poor
Keyword(s):  
Learning Organization ◽  
Cultural Barriers ◽  
The Relationship

An Investigation to an Enabling Role of Knowledge Management Between Learning Organization and Organizational Learning

2011 ◽  
pp. 1579-1594
Author(s):  
Juin-Cherng Lu ◽  
Chia-Wen Tsai
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Learning Organization ◽  
Current Knowledge ◽  
Business Environment ◽  
High Tech ◽  
Management Processes ◽  
Exploratory Investigation ◽  
The Relationship

This chapter is an exploratory investigation of the relationship and interaction between the learning organization and organizational learning in terms of an enabling role of knowledge management. In the severe and dynamic business environment, organizations should respond quickly to their rivals and environment by transforming into a learning organization. A learning organization could provoke innovation and learning through its structure, task and process redesigns, and evermore adapt gradually toward the eventual goal of organizational learning. Therefore, the dynamic process between the learning organization and organizational learning is an important issue of current knowledge management and practice — that is, the enabling role of knowledge management could enhance the interaction between learning organization and organizational learning. Furthermore, the authors will explore the relationship and interaction between the learning organization and organizational learning in terms of knowledge management processes in business. Two cases, TSMC and Winbond, the semiconductor and high-tech firms in Taiwan, will be studied to illustrate the findings and insights for the study and the chapter.

Learning organization and organizational citizenship behaviour in West Malaysia: moderating role of team-oriented culture

2020 ◽  
Vol 44 (8/9) ◽  
pp. 847-864
Author(s):  
Patricia Yin Yin Lau ◽  
Sunyoung Park ◽  
Gary N. McLean
Keyword(s):  
Learning Organization ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Synergistic Effects ◽  
Citizenship Behavior ◽  
Content Type ◽  
High Power Distance ◽  
The Relationship ◽  
Moderating Role

Purpose This study aims to examine the relationship between having a learning organization (LO) and organizational citizenship behavior (OCB), and the moderating role of team-oriented culture on this relationship. Design/methodology/approach Using 516 respondents from diverse industries in West Malaysia, the authors tested the psychometric properties of the three variables. Findings LO positively influenced OCB. Team-oriented culture moderated the relationship between having a LO and OCB. Originality/value This study helps explain how to achieve a LO in a context of high power distance and collectivist culture such as Malaysia. This study also highlights the importance of the anticipated synergistic effects of a LO and team-oriented culture in promoting OCB.

The Construction of Knowledge Management

2014 ◽  
pp. 89-110 ◽  
Author(s):  
Ben Tran
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Human Resources ◽  
Competitive Advantage ◽  
Learning Organization ◽  
Human Resources Management ◽  
Top Down ◽  
Construction Of Knowledge ◽  
The Relationship

A number of authors have stressed that competitive advantage through knowledge management is realized through identifying the valuable representation, organization, acquisition, creation, usage, and evolution of knowledge in its many forms that the organization knows or could know now: skills and experience of people, archives, documents, relations with clients, suppliers, and other persons and materials often contained in electronic databases. In so doing, this chapter covers the various types of knowledge, the Learning Organization (LO), and Organizational Learning (OL). This chapter also covers the history and meaning of knowledge (management), LO, and OL in terms of how all three elements are interrelated. Emphasis is placed on the relationship between LO and OL. With that said, the chapter explains why the role of knowledge transfer and human resources management is a top down approach and not a bottom up approach.

The role of cultural barriers in the relationship between open‐mindedness and organizational innovation

2010 ◽  
Vol 23 (4) ◽  
pp. 360-376 ◽  
Author(s):  
Ricardo Hernández‐Mogollon ◽  
Gabriel Cepeda‐Carrión ◽  
Juan G. Cegarra‐Navarro ◽  
Antonio Leal‐Millán
Keyword(s):  
Organizational Innovation ◽  
Cultural Barriers ◽  
The Relationship

An Investigation to an Enabling Role of Knowledge Management Between Learning Organization and Organizational Learning

2011 ◽  
pp. 278-298 ◽  
Author(s):  
Juin-Cherng Lu ◽  
Chia-Wen Tsai
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Learning Organization ◽  
Current Knowledge ◽  
Business Environment ◽  
High Tech ◽  
Management Processes ◽  
Exploratory Investigation ◽  
The Relationship

This chapter is an exploratory investigation of the relationship and interaction between the learning organization and organizational learning in terms of an enabling role of knowledge management. In the severe and dynamic business environment, organizations should respond quickly to their rivals and environment by transforming into a learning organization. A learning organization could provoke innovation and learning through its structure, task and process redesigns, and evermore adapt gradually toward the eventual goal of organizational learning. Therefore, the dynamic process between the learning organization and organizational learning is an important issue of current knowledge management and practice — that is, the enabling role of knowledge management could enhance the interaction between learning organization and organizational learning. Furthermore, the authors will explore the relationship and interaction between the learning organization and organizational learning in terms of knowledge management processes in business. Two cases, TSMC and Winbond, the semiconductor and high-tech firms in Taiwan, will be studied to illustrate the findings and insights for the study and the chapter.

scholarly journals The Effect of Practices of Management by Wandering on Learning Organization "A Study on World Islamic Sciences and Education University”

2015 ◽  
Vol 7 (4) ◽  
pp. 247
Author(s):  
Marzouq Ayed AL-Qeed
Keyword(s):  
Learning Organization ◽  
Educational Services ◽  
Educational Organizations ◽  
Positive Interaction ◽  
Analytical Methodology ◽  
Positive Communication ◽  
And Performance ◽  
The University ◽  
The Relationship

<p>The study aimed to identify Management by wandering and their relationship to the learning organization, and from this main point, the study aimed to explain the meaning and nature of the management by wandering and study the relationship between management and performance of the employee and their relationship with the characteristics of the learning organization and to focus on the role of management by wandering in the motivation and positive interaction for the employee in educational organizations. The study used descriptive analytical methodology, because it enables us to study the phenomenon as it exists in fact, described and describe it in order to understand the relationships between phenomena’s.</p><p>The most important results of the study are: 1)The most important recommendation is need to encourage departments at the University of Islamic Sciences to practice all the dimensions of Management by wandering in the biggest manner, and dissemination Management by wandering as a culture aimed to activate the trend toward building a learning organization, and to achieve positive communication between departments and subordinates, and to encourage teamwork in problem solving. 2) Focus on the achievement of development and innovation through knowledge generated from the administration's practice of Management by wandering and encouraging employees to find innovative ways to develop educational services and develop a new management and Academy methods of, and that for importance in building a learning organization.</p>

scholarly journals Conditional Process Model of the Learning Organization in the Dubai Healthcare Sector

2019 ◽  
Vol 8 (3) ◽  
pp. 2464-2476 ◽  
Keyword(s):  
Learning Organization ◽  
Process Model ◽  
Healthcare Sector ◽  
Healthcare Organizations ◽  
Collective Leadership ◽  
Culture Of Learning ◽  
Cultural Variables ◽  
Creativity And Innovation ◽  
The Relationship

UAE healthcare sector has been discussed by many researchers and organizations in the past, but very limited literature is available explaining the factors which can provide control in the hands of healthcare sector leadership to achieve sustainable competitive advantage. The unique cultural environment in UAE healthcare sector requires the control structure based on certain indigenous conditions prevailing in local environment. Three key cultural factors are borrowed from the past literature and model was built to examine the mediating role of the culture of creativity and innovation between the culture of collective leadership and the culture of learning organization. In addition to this, how the leadership commitment moderates the relationship between the culture of collective leadership and the culture of creativity and innovation. The conditional process model, explaining the moderated mediation among these cultural variables, provides knowledge about key relationships among these cultural factors and give better control in the hands of the leadership of the healthcare organizations to achieve sustainable growth and quality of services in the highly competitive environment. The key cultural variables and their interrelationship were borrowed from the author’s previous researches and remodeled them to examine the hypothesized framework on the data collected from the sample of 320 employees working in the five healthcare organizations in Dubai. The “Healthcare Sector Learning Organization Scale” was developed and analyzed by the explorative factor analysis to factor out four variables. The output of the conditional process modeling proposed by Andrew F. Hayes has verified the presence of the culture of creativity and innovation as the mediator in the relationship between the culture of collective leadership and the culture of learning organization. Moreover, the moderating role of the leadership commitment on the relationship between the culture of collective leadership and the culture of creativity and innovation was also significantly verified. Research findings show that organizations in the healthcare sector need regular emphasis on research and development practices to help employees in building and managing new knowledge in order to achieve competitive advantage. In this case, the leadership has a key role to play enabling the organization to transform into the culture of learning organizations by implementing knowledge management processes and support for the experimentation in the day-to-day operations of the organization.

Using fieldwork to deepen understanding of organizational learning and/or the learning organization

2020 ◽  
Vol 27 (3) ◽  
pp. 211-222
Author(s):  
Laurie Field
Keyword(s):  
Organizational Learning ◽  
Learning Organization ◽  
Systematic Reviews ◽  
Design Methodology ◽  
Research Approach ◽  
Content Type ◽  
Sharp Focus ◽  
The Relationship

Purpose In an effort to encourage more probing studies of organizational learning and the learning organization (OL/LO), this paper aims to highlight the value of extended periods of fieldwork and suggest priorities for future fieldwork-based research into OL/LO. Design/methodology/approach The paper draws on the author’s research and consultancies in the OL/LO field and on systematic reviews of OL/LO literature. Findings Evidence is presented to justify the following four priorities for future fieldwork-based studies of OL/LO: to obtain trustworthy data, to bring the role of time and place into sharp focus, to explore the relationship between organizational learning and interests and to identify strategies for improving organizational learning in particular contexts. Originality/value The paper suggests priorities for a research approach that is not often used to study organizational learning and the learning organization, namely, to undertake extended periods of fieldwork in individual organizations or parts of organizations, gathering trustworthy data and interpreting it with the help of extant OL/LO theory.

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