scholarly journals A Study of Shared Values as Moderating Effects on the Relationships between Learning Organization and Organizational Effectiveness

2013 ◽  
Vol 8 (1) ◽  
pp. 111-125 ◽  
Author(s):  
양우섭 ◽  
Kyehong Park
Keyword(s):  
Organizational Effectiveness ◽  
Learning Organization ◽  
Shared Values ◽  
Moderating Effects

Shared values and organizational effectiveness: a study of the Nigerian banking industry

2014 ◽  
Vol 33 (7) ◽  
pp. 694-708 ◽  
Author(s):  
Edwinah Amah ◽  
Augustine Ahiauzu
Keyword(s):  
Organizational Effectiveness ◽  
Market Share ◽  
Positive Relationship ◽  
Banking Industry ◽  
Employee Involvement ◽  
Relevant Literature ◽  
Shared Values ◽  
The Body ◽  
Content Type ◽  
Significant Positive Relationship

Purpose – The purpose of this paper is to examine the extent to which shared values influences organizational effectiveness and the extent to which shared values influences profitability, productivity, and market share. Design/methodology/approach – The correlational study adopted a cross-sectional survey design. Research questionnaires were administered; interviews were held with managers in the organizations studied. A total of 388 managers were randomly drawn from a population of 13,339 managers of all the 24 banks in Nigeria. The independent variable, “shared values” was measured by coordination and integration, agreement, and core values. The dependent variable, organizational effectiveness was measured by profitability, productivity, and market share. The measures used a five-point Likert scale ranging from 1-strongly disagree to 5-strongly agree. Spearman's rank correlation statistical tool was used to test the hypotheses. Findings – The result (ρ=0.555, p<0.05) (see Table II) shows a significant positive relationship between shared values and profitability. The result (ρ=0.504, p<0.05) (see Table III) shows a significant positive relationship between employee involvement and productivity. The result (ρ=0.359, p<0.05) (see Table IV) shows a positive relationship between employee involvement and market share. There is a significant positive relationship between shared values and organizational effectiveness. Research limitations/implications – The results cannot be generalized because the study was carried out only in the banking industry. Not all the questionnaires given out were retrieved. Some respondents were reluctant to give out information about their organizations because of fear that such information will get to their competitors. Relevant literature on the topic of African origin were scarce, thus most of the literature reviewed was from Europe and America. Practical implications – The results imply that increase in the level of shared values in organizations will enhance profitability, productivity, and market share. This means that “shared values” is associated with organizational effectiveness. Originality/value – The study provides increased understanding, prediction, and appreciation of human behaviour. It enables us analyse the relationship that exist between shared values and organizational effectiveness. The study significantly enhances the body of knowledge in this area of management as it provides reliable empirical results that can be used by scholars and practitioners. It will also help to alert managers on the implications of cultivating a culture of sharing values in the organization that can serve as a competitive advantage. The study will be a challenge to further research because of its findings.

From Learning Organizations to Learning Cultures and More: Evolutions in Theory, Changes in Practice, Continuity of Purpose

2019 ◽  
pp. 214-228
Author(s):  
Anthony J. DiBella
Keyword(s):  
Organizational Learning ◽  
Organizational Effectiveness ◽  
Learning Organization ◽  
Conceptual Development ◽  
Organizational Transformation ◽  
Learning Culture ◽  
Learning Processes ◽  
Organization Learning ◽  
Learning Cultures ◽  
Over Time

This chapter examines the evolution of concepts pertaining to the criticality of learning in the pursuit of organizational transformation and effectiveness. Over time, the popularity of the learning organization, learning portfolios, learning cultures, and organizational reliability has waned. Some scholars have considered these concepts within a descriptive perspective, others in a prescriptive manner. This chapter does not advocate for one perspective or paradigm over another but promotes awareness of their distinctions and how they offer different frames for comparing “organizational learning” versus the “learning organization” and “learning culture.” While scholars and practitioners are all concerned with organizational effectiveness, they point towards it in unique ways using conceptual labels that can be interpreted in diverse fashions. That often contributes to intellectual churn and further evolutions in conceptual development and popularity. Implications for the morality of learning processes and their benefit to society are considered.

scholarly journals The effect of empowering leader behavior on innovative behavior and job engagement

2013 ◽  
Vol 26 (4) ◽  
pp. 533-553
Author(s):  
SunHwa Jung ◽  
JinKook Tak
Keyword(s):  
Correlation Analysis ◽  
Learning Organization ◽  
Leader Behavior ◽  
Future Research ◽  
Job Engagement ◽  
Innovative Behavior ◽  
Moderating Effects ◽  
Supervisor Trust

The purpose of this study was to examine not only the relationships between empowering leader behavior and innovative behavior and job engagement, but also the moderating effects of supervisor trust and learning organization on the relationships between empowering leader behavior and outcome variables. Data were obtained from 207 employees who are working in various organizations. The results of correlation analysis showed that empowering leader behavior was positively related to innovative behavior and job engagement. Supervisor trust and learning organization moderated the relationships between empowering leader behavior and innovative behavior and job engagement. Finally, the implications and limitations of this study and the directions for future research were discussed.

scholarly journals Impact of learning organization on organizational effectiveness – An applied study on Five Star hotels in Jordan –: أثر خصائص منظمة التعلّم في تحقيق الفاعلية التنظيمية – دراسة ميدانية على فنادق الخمس نجوم في عمان – الأردن –

2021 ◽  
Vol 5 (4) ◽  
Author(s):  
Ali Sudqi Al-Za`areer, Rula Ali Al-Damen
Keyword(s):  
Decision Making ◽  
Organizational Effectiveness ◽  
Learning Organization ◽  
Financial Incentives ◽  
Learning Organizations ◽  
Sampling Unit ◽  
Decision Making Process ◽  
Purposive Sampling ◽  
Applied Study ◽  
High Degree

This study aims to identify the availability of learning organization characteristics and its impact on organizational effectiveness in five-star hotels in Amman. This study employed purposive sampling. The sampling unit included all employees in the administrative departments in the three hotels which consisted of (237) individuals. The results show the availability of learning organization characteristics in five- star hotels in a high degree, which indicates the awareness of five stars hotels management of the importance of learning organizations characteristics & the presence of a statistically significant effect of learning organization characteristics and its dimensions on organizational effectiveness. In light of these findings, the study provided a set of recommendations. Mainly: management of five-star hotels should give workers more freedom to do the work that is entrusted to them, and to give them more participation in the decision-making process, as well as paying more attention to financial incentives given to their employees in order to encourage continues learning among them.

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