scholarly journals Moderating Effect of Organizational Culture on the Relationship between Organizational Learning and Employees’ Performance in Classified Hospitality Firms in Kenya

2020 ◽  
Vol 15 (12) ◽  
pp. 51
Author(s):  
Njoroge Paul Thumbi ◽  
Bula Hannah ◽  
Wanyoike Rosemarie
Keyword(s):  
Organizational Culture ◽  
Organizational Learning ◽  
Strong Relationship ◽  
Empirical Models ◽  
Empirical Literature ◽  
Organizational Processes ◽  
People Orientation ◽  
Hospitality Firms ◽  
The Relationship ◽  
Self Administered Questionnaire

Empirical literature reveals that organizational culture has a pervading influence on organizational processes, strategies, systems and outcomes. However, there is need to establish the nature of this influence at employee level. The purpose of this study was to examine whether organizational culture moderates the relationship between organizational learning and employees’ performance. Data was collected using a self-administered questionnaire from a sample of 225 respondents drawn from 75 classified hospitality firms in Kenya. Data was analyzed using multiple regression analysis to examine the empirical models. The results established that organizational culture significantly moderated the relationship between organizational learning and employees’ performance. The findings revealed a strong relationship between organizational learning and employees’ performance for firms that are higher in people orientation.

scholarly journals HUBUNGAN GAYA KEPEMIMPINAN DAN BUDAYA ORGANISASI DENGAN KINERJA APARATUR PENDIDIKAN NONFORMAL DI DINAS PENDIDIKAN KOTA GORONTALO

2015 ◽  
Vol 2 (2) ◽  
pp. 173
Author(s):  
Abdul Rahmat
Keyword(s):  
Organizational Culture ◽  
Local Government ◽  
Leadership Style ◽  
Significant Relationship ◽  
Strong Relationship ◽  
Survey Method ◽  
Significance Level ◽  
Significant Performance ◽  
Relationship Performance ◽  
The Relationship

<p>This study aimed to examine the alleged causality between the dependent and independent variables. This study is a descriptive research using survey method. Datan collected by using questionnaire and analyzed using path analysis to test the hypothesis. Engineering analysis will be determined by SPSS data analysis program. The result of the study were; 1) Leadership style has a significant relationship with the performance of officials local government in Gorontalo city. It is seen in the calculation of the product r correlation counted is 0.811 at the significance level (0.05), r table at 0,239 then count r &gt; r of the table so that we can conclude the existence of a significant relationship, while the relationship is based on arithmetic interval coefficient criteria r is 0.811, which means relatively strong relationship with the leadership style of performance in local government apparatus city Gorontalo relatively strong. While t is 0.957 and compared t table with a significance level of 0.044 (0.05) turns out t count&gt; t table with the sense of the hypothesis is accepted which stated the existence of a significant relationship. 2) Organizational Culture has a significant relationship performance in local government apparatus city Gorontalo, it can be seen that the calculation of the product correlation r counted is 0.922 at the significance level (0.05)r price table is 0.098 then the count r &gt; r table. It conclude the existence of a significant relationship, while the relationship is based on interval arithmetic coefficient criteria r is 0.922, which means has relatively strong relationship with the organizational culture apparatus as very strong performance. While t is 0.957 and compared t table with a significance level of 0.044 (0.05) turns out t &gt; t table. It means the hypothesis is accepted which states the existence of a very significant. 3) Relationship between Leadership Style and organizational culture have significant performance relationship in local government of Gorontalo apparatus city. It is seen in the strength of mastery skills and cultural organization along with the performance of the apparatus, comparing the r counting with r table it is known that 0.811 &gt; 0.239, the correlation both have strong significant relationship.</p>

scholarly journals Development Of Strategic Organizational Learning As A Competitive Advantage In The "Paladars" Of The Sector Sme’s Horeca In The Havana, Cuba

2016 ◽  
Vol 12 (13) ◽  
pp. 67
Author(s):  
Héctor Nuricumbo-Castro ◽  
Manuel Moguel-Liévano ◽  
Manuel González-Pérez
Keyword(s):  
Organizational Culture ◽  
Organizational Learning ◽  
Knowledge Transfer ◽  
Competitive Advantage ◽  
Transfer Equation ◽  
Cross Sectional ◽  
Institutional Knowledge ◽  
Proposed Model ◽  
The Relationship

The research develops a model of Strategic Organizational Learning (SOL) to acquire and build institutional knowledge as a long-term competitive advantage in family businesses known as paladars. It aims to consolidate and strengthen the SME Horeca sector in Havana, Cuba. The proposed methodology is not experimental and correlational cross-sectional. The Knowledge Transfer equation was implemented to measure the SOL based on the proposed model. Also, it was used to determine the relationship between learning and competition. The equation was validated. The results indicated that most paladars present an SOL Medium/Regular, and independence exists between competition and learning. However, there is great ignorance to foster the organizational culture in the HORECA sector. This study suggests that the arrival of US competition causes these establishments perish.

scholarly journals THE EFFECT OF KNOWLEDGE MANAGEMENT, ORGANIZATIONAL CULTURE AND ORGANIZATIONAL LEARNING ON INNOVATION IN AUTOMOTIVE INDUSTRY

2018 ◽  
Vol 19 (1) ◽  
pp. 1-19 ◽  
Author(s):  
Kambiz ABDI ◽  
Abbas MARDANI ◽  
Aslan Amat SENIN ◽  
Laura TUPENAITE ◽  
Jurga NAIMAVICIENE ◽  
...  
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Learning ◽  
Automotive Industry ◽  
Organizational Innovation ◽  
Policy Makers ◽  
Knowledge Based ◽  
Automobile Manufacturer ◽  
The Government ◽  
The Relationship

The main objective of this study was to examine the direct and indirect effects of organizational culture, knowledge management and organizational learning on innovation. The study combined knowledge-based view theory (KBV), competitive value framework to develop a new original theoretical framework for investigation of factors that affect innovation. Data was gathered from a survey of 279 companies supplying automobile parts to Iran Khodro Company, an Iranian leading automobile manufacturer. Study discovered that organizational culture and knowledge management influenced organizational innovation. Besides that, organizational learning played a significant role as a mediator in that relationship. However, knowledge management was not considered as a mediator in the relationship between organizational culture and organizational innovation. As a practical contribution, the findings of the study serve as a guideline for policy makers and managers in the formulation of policies and strategies for sustainable innovation. Knowing the effectiveness of the innovation can help the government to make decisions about the continuation of this policy. Moreover, study contributes to firm management in formulation of policies and strategies for sustainability in innovation context. Innovation assists organizations supplying the product or service in the automotive sector to operate innovatively, competitively and profitably.

DOES ORGANIZATIONAL CULTURE HAS IMPACT TOWARD KNOWLEDGE MANAGEMENT : EVIDENCE FROM LECTURER

2020 ◽  
Author(s):  
E.M Bayudhirgantara
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Learning ◽  
Additional Data ◽  
Positive Influence ◽  
Point Of View ◽  
Direct Impact ◽  
Positive Direct ◽  
The University ◽  
The Relationship

The goal of this exploration is to observationally test the connection between Knowledge management (KM) and Organizational Culture of . Specifically, it looks at whether organizational culture (OC) has an interceding with Knowledge Management relationship. Established on the literature review of KMand OC, the theoretical model for this investigation was formed. A self-controlled survey was utilized to gather information from the University owners-managers in Solo. In determining the relationship, SEM-PLS 3.28 was utilized. Measurable results add to the literature by showing a positive direct impact of KM and OC and a critical and positive aberrant impact that Gratitude dimension from OC support positive influence toward Organizational learning (KM). Also Fathonah culture is supporting positive influence toward Organizational Learning. Subjective methods or a contextual investigation approach for additional data examination could be utilized for subsequent research. The results of this exploration give awareness into University owners-managers in the present unique OC setting, concentrating on KM as an instrument for improving their performance. The outcomes can help the University by giving direction with regards to the OC, on account of its impact on the effective execution of KM, in this way improving the dimension of KM. The examination expands the KM literature with an extensive comprehension of Organ izational Learning from the point of view of University in Solo. It fills the void in observational examinations that research the joint impact of KM and OC at University Context..

scholarly journals BUDAYA ORGANISASI DAN KINERJA PEGAWAI PADA BAGIAN UMUM SEKRETARIAT DAERAH KABUPATEN KEPULAUAN TANIMBAR

2021 ◽  
Author(s):  
Hilarius Wandan
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Employee Performance ◽  
Strong Relationship ◽  
Research Data ◽  
Coefficient Of Determination ◽  
Simple Linear Regression ◽  
A Value ◽  
Independent Variable ◽  
The Relationship

ABSTRAK Data penelitian yang diperoleh sesuai masalah yang diteliti, dianalisa dengan menggunakan rumus regresi linier sederhana, dan diperoleh persamaan Y=6,18+0,58X.Persamaan dimaksud menunjukkan bahwa setiap kali terjadi perubahan (kenaikan atau penurunan) pada variabel X (budaya organisasi) sebesar 1 poin akan diimbangi dengan perubahan (kenaikan atau penurunan) variabel Y (kinerja pegawai) sebesar 1 poin pada konstanta 6,18. Dari analisis korelasi diperoleh gambaran bahwa hubungan antara variabel bebas (budaya organisasi) dengan variabel terikat (kinerja pegawai) sebesar 0,59 yang berada pada nilai interval 0,40 – 0,599 dengan kategori hubungan cukup kuat. Analisa kontribusi variabel X (budaya organisasi) terhadap variabel Y (kinerja pegawai) dengan menggunakan persamaan koefisien determinasi, diperoleh nilai 34,81%. Hal ini menunjukkan bahwa variabel X (budaya organisasi) memberikan kontribusi sebesar 34,81% terhadap variabel Y (kinerja organisasi), sedangkan sisanya, yakni 65,19% ditentukan oleh faktor-faktor lain. Kata kunci : Budaya Organisasi, Kinerja Pegawai.ABSTRACTThe research data obtained is in accordance with the problem under study, analyzed using a simple linear regression formula, and the equation Y = 6.18 + 0.58X is obtained. The equation shows that every time there is a change (increase or decrease) in variable X (organizational culture) 1 point will be offset by a change (increase or decrease) in Y variable (employee performance) by 1 point at a constant of 6.18. From the correlation analysis, it can be seen that the relationship between the independent variable (organizational culture) and the dependent variable (employee performance) is 0.59 which is in the interval value 0.40 - 0.599 with a fairly strong relationship category.Analysis of the contribution of variable X (organizational culture) to variable Y (employee performance) using the coefficient of determination equation, obtained a value of 34.81%. This shows that variable X (organizational culture) contributes 34.81% to variable Y (organizational performance), while the rest, namely 65.19% is determined by other factors.Keywords: Organizational Culture, Employee Performance.

scholarly journals Organizational Learning and Self-Efficacy as the mediators in the Organizational Culture impact on the Employee’s Performance

2020 ◽  
Vol 005 (02) ◽  
pp. 67-71
Author(s):  
Halid Hasan
Keyword(s):  
Organizational Culture ◽  
Organizational Learning ◽  
Path Analysis ◽  
Self Efficacy ◽  
Employee Performance ◽  
Mediating Effects ◽  
Banking Institutions ◽  
The Relationship

This study investigated the mediating effects of organizational learning and self-efficacy on the relationship between organizational culture and employee performance. The sample consisted of 172 employees of government owned banking institutions in Malang district, Indonesia. Results, using path analysis reveal that all the variables examined positively and significantly affect employee performance. This study found that organizational learning and self-efficacy mediated the relationship between organizational culture and employee performance.

Correlates of Organizational Culture and Social Responsibility: An Empirical Study of College Teachers

2016 ◽  
Vol 5 (2) ◽  
Author(s):  
A. Pandu ◽  
S. Kamaraj
Keyword(s):  
Organizational Culture ◽  
Social Responsibility ◽  
Strong Relationship ◽  
Internal Communication ◽  
Survey Method ◽  
College Teachers ◽  
The Individual ◽  
Questionnaire Method ◽  
The Relationship ◽  
Strong Culture

This paper tries to ascertain the relationship between organizational culture and social responsibility of college teachers in Pondicherry. In this research, for the purpose of ascertaining the relationship between these two, six organizational cultural variables i.e. workplace behavior, internal communication, discipline in the organization, workplace co-ordination, organization values and organization vision have been designed and developed through review of literature and social responsibility was taken as single variable. For ascertaining the relationship between them, it has been hypothesized that strong culture is associated with social responsibility where as weak culture is not associated with the social responsibility of college teachers. Survey method was conducted and data were collected from 150 college teachers by questionnaire method in the Pondicherry. Results revealed that the workplace behaviors, internal communication, discipline in the organization, workplace co-ordination, organization values and organization vision can increase social responsibility among college teachers. As far as the individual variable is concerned, it is predicted that organization vision, workplace co-ordination, organization value follows previous one (r: 0.618), and discipline in the organization are the most influencing factors and have strong relationship with social responsibility. It is concluded that strong culture leads to social responsibility, whereas weak culture leads to lack of social responsibility among the college teachers.

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