scholarly journals Build Innovation through Organizational Learning Capability

2019 ◽  
Vol 2 (1) ◽  
pp. 43-46
Author(s):  
Abdulmunem Saleh Alshehhi ◽  
Wathiq Mansoor
Keyword(s):  
Organizational Learning ◽  
Systems Thinking ◽  
Team Learning ◽  
Deep Understanding ◽  
Research Paper ◽  
Learning Capability ◽  
Personal Mastery ◽  
The Subject ◽  
The Relationship

This research paper aims to explain the relationship between Organizational Learning (OL), and Organization Innovation (OI). The Author has used analysis of the related literatures to have deep understanding of the subject. This research offers personal mastery, systems thinking and team learning as organizational Learning Capability that will help the entity to have an innovation.

scholarly journals ORGANIZATIONAL LEARNING CAPABILITY AND FIRM INNOVATIVENESS OF MANUFACTURING FIRMS IN THE SOUTH-SOUTH OF NIGERIA

2021 ◽  
pp. 24-44
Author(s):  
Agadah Mienipre ◽  
Omoankhanlen Akhigbe
Keyword(s):  
Organizational Learning ◽  
Rank Order ◽  
Manufacturing Firms ◽  
The South ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Learning Capability ◽  
Firm Innovativeness ◽  
The Relationship ◽  
System Orientation

The purpose of this study was to investigate the relationship between Organizational learning capability and firm innovativeness of manufacturing firms in the south-south of Nigeria. The study offers an empirical assessment of the relationship as based on its model – 4 null hypothetical statements are put forward. The research design adopted was the cross-sectional survey and data for this study was generated from managers and key personnel of the target organizations using structured questionnaire. The study adopted the Spearman’s rank order correlation in its assessment for the bivariate correlations between dimensions of organizational learning capability (managerial commitment and system orientation) and measures of firm innovativeness (propensity to create new products and propensity to create new processes). The findings reveal significant relationships between dimensions of organizational learning capability and the measures of firm innovativeness. In conclusion, it was stated that organizational learning capability, through dimensions such as managerial commitment and system orientation, offers the necessary support, orientation and knowledge control for enhancing firm innovativeness.

scholarly journals The Impact of Organizational Learning Capability on Product Innovation Performance: Evidence from the Turkish Manufacturing Sector

2016 ◽  
Vol 6 (1) ◽  
pp. 70-84 ◽  
Author(s):  
Özlem Yaşar Uğurlu ◽  
Mustafa Kurt
Keyword(s):  
Organizational Learning ◽  
Empirical Data ◽  
Product Innovation ◽  
Positive Relationship ◽  
Manufacturing Sector ◽  
Innovation Performance ◽  
Learning Capability ◽  
The Impact ◽  
The Relationship

This study aims to examine the effect of organizational learning capability on product innovation performance in the manufacturing sector using empirical data. A survey was conducted with 120 firms that were on the list of Top 1000 Firms of Turkey and registered with the Istanbul Chamber of Industry, to examine the relationship between the dimensions of organizational learning capability and the dimensions of product innovation performance. The findings of the study indicate a positive relationship between organizational learning capability and product innovation performance.

scholarly journals Organizational learning capability and open innovation

2018 ◽  
Vol 56 (6) ◽  
pp. 1217-1231 ◽  
Author(s):  
Marta Peris-Ortiz ◽  
Carlos Alberto Devece-Carañana ◽  
Antonio Navarro-Garcia
Keyword(s):  
Organizational Learning ◽  
Open Innovation ◽  
Dynamic Capabilities ◽  
Qualitative Comparative Analysis ◽  
Incremental Innovation ◽  
Learning Capability ◽  
Content Type ◽  
Knowledge Based ◽  
Learning Factors ◽  
The Relationship

PurposeThe purpose of this paper is to investigate the relationship between open innovation (OI) and radical and incremental innovation success in knowledge-based companies. The company’s human resources and organizational learning capability are considered as the fundamental nexus of this relationship.Design/methodology/approachAt the conceptual level, the paper analyzes the relationships between dynamic capabilities and OI and between OI and innovation success. Fuzzy-set qualitative comparative analysis (fsQCA) was used to study how innovation is implemented in 29 companies.FindingsFsQCA identifies combinations of factors that facilitate incremental innovations. These combinations reveal the path to implementing company policies that enable incremental innovation and foster radical innovation.Research limitations/implicationsThe nature of the study sample means that the findings should be generalized with precaution. The most valuable implication is the identification of combinations of factors that help companies manage innovation.Originality/valueScarce literature links organizational learning factors and OI to different types of innovation. The use of fsQCA to analyze the cases also marks a breakthrough in the innovation literature.

Markesinis & Deakin's Tort Law

2019 ◽  
Author(s):  
Simon Deakin ◽  
Zoe Adams
Keyword(s):  
Deep Understanding ◽  
Tort Law ◽  
Economic Interests ◽  
Economic Context ◽  
The Subject ◽  
The Common ◽  
The Law ◽  
Economic Perspectives ◽  
The Relationship ◽  
8Th Edition

Markesinis and Deakin’s Tort Law, now in its 8th edition, provides a general overview of the law and discussion of the academic debates on all major topics, highlighting the relationship between the common law, legislation, and judicial policy. In addition, the book provides a variety of comparative and economic perspectives on the law of tort and its likely development, always placing the subject in its socio-economic context, thereby giving students a deep understanding of tort law. The book is composed of eight parts. Part I starts by setting the scene, Part II looks at the tort of negligence. Part III turns to special forms of negligence. This is followed by Part IV which examines interference with the person. Part V turns to intentional interferences with economic interests. The next part looks at stricter forms of liability. Part VII examines the protection of human dignity which includes looking at defamation and injurious falsehood, and human privacy. The last part looks at defences and remedies.

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.

scholarly journals Organizational Learning and Performance of Hospitality Industry in Kenya: A Case Study of Sarova Whitesands Beach Resort and Spa

2019 ◽  
Vol 3 (II) ◽  
pp. 117-130
Author(s):  
Priscah Anyango Mak’Anyengo ◽  
James Maina
Keyword(s):  
Organizational Learning ◽  
Organizational Performance ◽  
Mental Models ◽  
Team Learning ◽  
Business Environment ◽  
Shared Vision ◽  
Personal Mastery ◽  
And Performance ◽  
Beach Resort ◽  
Learning And Performance

Organizational learning has been viewed by several researchers as a key concept essential for ensuring the survival and continuity of organizations in the ever-changing business environment. Research has revealed the various benefits towards enhanced performance that are accrued through the effective establishment of organizational learning. With this information as a basis, this study sought to determine the relationship between organizational learning and performance of Sarova Whitesands Resort. The general objective was to establish the organizational learning in Sarova Whitesands and its influence on performance. The specific objectives were to determine the influence of team learning, mental models, personal mastery and a shared vision on performance of Sarova Whitesands. The study was guided by organizational learning theory, human capital theory and resource based view theory. The study adopted a descriptive research design. The target population of the study was the staff of Sarova Whitesands Beach Resort and Spa. The study’s total number of respondents was 300 employees who were sampled using stratified proportionate sampling method to obtain a sample size of 171 respondents. Questionnaires were used as a data collection instrument and the data collected from the field was analysed using descriptive statistics and regression analysis. The study established that personal learning, mental models, shared vision and team learning had a positive and significant influence on organizational performance. The study concludes that personal mastery enables an employee to search for their life direction and purpose, identify their strengths and weaknesses and become responsible of their action. Mental models leads to advantages of scale in that which refers to an idea that as an organization performs more and more of the same type of work it will tend to acquire efficiencies over time and as an organization becomes more efficient at a task it often gains a competitive advantage as a result improved organizational performance. Shared vision acts as a unifying force, has a positive impact on organizational performance and provides the guidance employees need to make the right decisions and that team learning allows individual participants to work through the content at their own pace. The study recommends that the organization should help their employees to know how to deal with difficult and challenging situations, develop self-confidence and self-esteem, accept imperfection and build on one’s strength. The organization should offer different kinds of mental models to help their employees make sense of the real world and be able to understand and interpret the environment and themselves. The organization’s shared vision should offer a unified framework for the organization's success so as to encourage the top managers to collaborate and to resolve conflicts creatively arising from the organization and that the organization should establish a climate for learning in the team because taking time to establish the environment and the processes for learning is the prerequisite for rapid learning and effective team performance in the future.

scholarly journals The Influence of Organizational Learning Capability and Organizational Creativity on Organizational Innovation (Study At PT XYZ)

2021 ◽  
Vol 4 (3) ◽  
pp. 13
Author(s):  
Nabila Dwi Hilmiyanti
Keyword(s):  
Organizational Learning ◽  
Quantitative Methods ◽  
Organizational Innovation ◽  
Learning Capability ◽  
Organizational Creativity ◽  
Individual Perception ◽  
Technology Changes ◽  
Innovation Study ◽  
The Individual ◽  
The Relationship

Technology changes make the organization forced to be flexible and quickly adapt to the fickle innovation and environment. Learning and creativity are the things that can support the realization of innovation. This study aims to determine the influences of organizational learning capability and organizational creativity on organizational innovation at PT XYZ through the individual perception. This research uses quantitative methods with data collection through surveys distributed by questionnaire and uses total sampling with 101 employees. To find out the relationship between variables, this study uses multiple regression analysis techniques. The results of this study indicate that there is a relationship between organizational learning capability and organizational creativity on organizational innovation at PT XYZ.

scholarly journals The Relationship between Organizational Learning Capability and Job Satisfaction

2012 ◽  
Vol 2 (1) ◽  
pp. 15
Author(s):  
Seyyed Yaser Ebrahimian Jolodar ◽  
Seyyed Rohollah Ebrahimian Jolodar
Keyword(s):  
Job Satisfaction ◽  
Decision Making ◽  
Organizational Learning ◽  
Risk Taking ◽  
Positive Relationship ◽  
Pearson Correlation ◽  
External Environment ◽  
Learning Capability ◽  
Sample Number ◽  
The Relationship

The effectiveness and productivity of an organization depends on its staff and if they don’t be satisfied from their job, continues of living for such organization is impossible. One of the important factors which influence on job satisfaction, is an organizational learning capability (OLC). So, the purpose of this paper is to analyze the relationship between organizational learning capability and its dimensions (experimentation, risk taking, interaction with the external environment, dialogue and participative decision making) with job satisfaction. The population of this study was the employees of Tejarat Bank in Sari city, Iran and the sample number became 103. The data of job satisfaction gathered by a single item of Chiva and Alegre’s (2008(questionnaire and for gathering the data of organizational learning capability, we used Chiva et al.’s (2007) OLC measurement instrument. For testing and analyzing the hypotheses, pearson correlation coefficient and multiple regression have been used.   The results of study show that there is a positive relationship between organizational learning capability with job satisfaction. Furthermore, the results revealed the five dimensions of organizational learning capability (experimentation, risk taking, interaction with the external environment, dialogue and participative decision making) had positive relationship with job satisfaction.   Keywords: Organizational learning capability, Job satisfaction, Staff  

Sign in / Sign up

Export Citation Format

Share Document