Applying benchmarking: an organizational learning perspective

2002 ◽  
Vol 21 (3) ◽  
pp. 183-191
Author(s):  
Shmuel Ellis ◽  
Dan Elnathan ◽  
Tzvi Raz
Keyword(s):  
Organizational Learning ◽  
Field Study ◽  
Organizational Characteristics ◽  
Learning Mechanisms ◽  
Learning Practices ◽  
Organizational Learning Mechanisms ◽  
The Relationship

We report the results of a field study that examined the application of benchmarking and the nature of its relationship to organizational learning practices. The study addresses two issues: the relationship between familiarity with the concept of benchmarking and the application of the elements of the benchmarking methodology (which are also, for the most part, organizational learning mechanisms), and the relationship between the prevalence of applying these elements and organizational characteristics. The main findings indicate that for the most part managers associate benchmarking with competition, and that most of its elements are applied intuitively, and not as part of a structured methodology.

ORGANIZATIONAL LEARNING MECHANISMS IN SOHAR UNIVERSITY

2016 ◽  
Vol 4 (2) ◽  
pp. 76 ◽  
Author(s):  
Noura Al Jahwari ◽  
M. Firdouse Rahman Khan
Keyword(s):  
Organizational Learning ◽  
Academic Staff ◽  
Teaching Experience ◽  
Simple Random Sampling ◽  
Learning Mechanisms ◽  
Organizational Learning Mechanisms ◽  
Tools And Techniques ◽  
The University ◽  
The Impact ◽  
The Relationship

PurposeThe objective of the study is to critically examine the mechanisms of organizational learning in Sohar University and to identify the relationship between stages of organizational learning and mechanisms of organizational learning and to examine the effectiveness and the nurturance of the pedagogical practices.Design/methodology/approachThe study was conducted with 76 employees from all the departments of Sohar University, who were selected on a simple random sampling basis and were contacted through a well-defined questionnaire. FindingsThe study reveals that the employees of Sohar University are encouraged to attend external programs and seminars on new developments have been organized and the university prepares detailed plans reflecting contingency approaches. The study also confirmed that there is no relationship between demographic factors (Gender, age, qualification and teaching experience) and the Organizational learning. The study also reveals that there is an association between the Innovations, Implementation and Organization learning.Practical ImplicationsThe study has thrown light on the organizational learning process, which is the key driver in innovating, implementing and stabilizing.Research limitationsThe study was restricted to the academic staff from all the faculties of Sohar University. Many of them did not understand the concept. So the researcher has to explain them in detail before furnishing the detailed questionnaire.Social ImplicationsThe study can be extended to other colleges and universities in Oman so that the accuracy of the tools and techniques of organizational learning can be ascertained. This will induce high transmission goals to equip and uplift the participants in a positive and creative contribution.Originality/valueOnly a very few have examined the impact of Organization Learning in the Universities of Oman, and it is a first-hand study of its kind. 

Organizational Learning Mechanisms: Exploring a Conceptual Framework for Organizational Learning in Schools

2005 ◽  
Vol 15 (5) ◽  
pp. 571-600 ◽  
Author(s):  
Chen Schechter
Keyword(s):  
Organizational Learning ◽  
Conceptual Framework ◽  
School Change ◽  
Future Research ◽  
Learning Mechanisms ◽  
Cultural Framework ◽  
Large School ◽  
Organizational Learning Mechanisms ◽  
Secondary Grades

In light of the complexity and wealth of information in societies today the notion of organizational learning has become the forerunner of school change discourse. However, organizational learning is still characterized by mystical and amorphous rhetoric, understood well neither by researchers nor by practitioners. Therefore, this article is an attempt to explore the notion of organizational learning through the concept of organizational learning mechanisms (OLMs) and the culture in which they are embedded. A case study in a large school, comprised of middle and secondary grades, provided the context for studying OLMs and the learning values (culture) influencing their productivity. The study strengthens the ability to empirically research learning by schools through the structural and cultural framework. Lessons drawn from the study and future research, which may contribute to the field of organizational learning, are discussed

From crisis to success: three case studies in organizational learning

2011 ◽  
Vol 18 (6) ◽  
pp. 454-467 ◽  
Author(s):  
Yoram Mitki ◽  
Ram Herstein
Keyword(s):  
Organizational Learning ◽  
Organizational Performance ◽  
Global Economy ◽  
Service Organizations ◽  
Three Dimensions ◽  
Brand Strategy ◽  
Learning Mechanisms ◽  
Corporate Brand ◽  
Content Type ◽  
Organizational Learning Mechanisms

PurposeRadical changes and increasing competition in the global economy and markets lead enterprises to change their business policy and activities. This process demands the creation of effective organizational learning mechanisms. This paper seeks to illustrate how three service organizations designed and utilized organizational learning mechanisms to introduce a successful, new corporate brand.Design/methodology/approachThe research methodology was based on interviews and hard data collection. These techniques were found most appropriate for learning and understanding in‐depth organizational transformation processes.FindingsTwo main research findings can be noted. The first is that there are various mechanisms of learning organizations that can improve organizational performance and reputation. The second is that any organizational learning mechanism should be based on the on‐going active involvement of internal stakeholders (employees) both as individuals and as teams.Originality/valueThis paper provides a unique understanding of three dimensions of organizational learning (cognitive, structural and procedural) and their impact on designing a new corporate brand strategy. The research, conducted in three different service organizations, gives new significance to the notion of collaboration

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