Learning Culture as the Enabler of Business Transformation

2021 ◽  
Author(s):  
Nopriadi Saputra ◽  
Ismiriati Nasip
Keyword(s):  
Organizational Culture ◽  
Work Engagement ◽  
Learning Culture ◽  
Business Organizations ◽  
Learning Agility ◽  
Business Transformation ◽  
Road Map ◽  
Culture Gap ◽  
Strategic Role ◽  
The Impact

Business organizations experience not only episodic but also continuous and disruptive changes. Those changes make the organization need not only transitional and developmental but also transformational initiatives. Based on business transformational experience in many prominent companies, organizational culture was one of eight factors that make transformation fail. Organizational culture plays a strategic role in business transformations and management. It can be an asset or liability for business transformation. The development of organizational culture should not only impact on work engagement but also learning agility of people in the organization. Based on the impact, organizational culture can be differentiated from the hierarchal-centralistic culture and the learning culture. By using the concept of culture map, learning culture is mapped and reflected into eight dimensions: communicating, evaluating, persuading, leading, deciding, trusting, disagreeing, and scheduling. By mapping the culture gap of the current condition, management practitioner has a road map for developing the learning culture.

scholarly journals Does Learning Culture Impact Directly or Indirectly on Work Engagement in the Indonesia Oil Palm Industry?

2018 ◽  
Vol 7 (3.30) ◽  
pp. 561
Author(s):  
Nopriadi Saputra ◽  
. .
Keyword(s):  
Work Engagement ◽  
Oil Palm ◽  
Learning Culture ◽  
Path Coefficient ◽  
Learning Agility ◽  
Organizational Learning Culture ◽  
Strategic Role ◽  
Oil Palm Industry ◽  
Social Environmental ◽  
The Impact

Indonesia oil palm industry (IOPI) has become rapid growth industry and plays strategic role in global and domestic socio-economy. IOPI is facing many social, environmental and managerial issues. The employees with high score on learning agility and work engagement become the requirement. And developing organizational culture that promotes and supports learning process is a must for palm oil company in Indonesia. This study aims to explore the impact of learning culture on learning agility and work engagement. Does learning culture impact directly or indirectly on work engagement? The study was conducted on 73 respondents who are senior staffs, supervisors and junior managers from 28 companies in IOPI.   Smart-PLS application was used for statistical data analysis in this study. The result explained that learning culture impacts indirectly (with path coefficient 0.142) and directly  (with path coefficient 0.248) on  work engagement. The development of organizational learning culture also impact directly on learning agility (with path coefficient 0.276). It is a strategic initiative for dealing with current and future business challenges.  

The Antecedents of Holistic Work Engagement: Impact of Coping Stress, Digital Leadership, and Learning Culture on The Millennials in Indonesia

2020 ◽  
Vol 11 (1) ◽  
pp. 8-8
Author(s):  
Nopriadi Saputra ◽  
Glenaldo E. Hutajulu ◽  
Wandha A.S. Hidayat ◽  
Ruth T. Sinaga
Keyword(s):  
Economic Growth ◽  
Work Engagement ◽  
Digital Technology ◽  
Positive Impact ◽  
Learning Culture ◽  
Individual Group ◽  
Collaborative Working ◽  
Strategic Position ◽  
The Impact ◽  
Populous Country

Millennial generation in Indonesia is on the strategic position. As the fourth most populous country in the world, Indonesia is faced with the demographic bonus phenomenon. This socio-demographic phenomenon can be a momentum for accelerating economic growth dan getting out from the middle-class trap. In 2020, the millennials are in 20 to 40 years old and become the backbone for economic growth. The millennials reach around 88 million people. It's about 33.75% of the Indonesia population. The millennials have unique generational characteristics, especially in working-at-office environment. They have productive characteristics, such as: familiar with digital technology, collaborative working style, and love to learn new things. On the other hand, millennials have the contra-productive ones, such as: easily get stressed, less engaged, and impatient to wait for the process. Based on those facts, this study aimed to examine the impact of individual, group, and organisational antecedents on millennials' holistic work engagement. This study tried to answer "does coping stress of millennials, digital leadership of direct supervisor, and learning culture have positive impact significantly on holistic work engagement? Keywords: coping stress, digital leadership, learning culture, work engagement

The mediating role of informal learning on work engagement: older workers in the US public sector

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Osaretin Uhunoma ◽  
Doo Hun Lim ◽  
Woocheol Kim
Keyword(s):  
Organizational Culture ◽  
Informal Learning ◽  
Work Engagement ◽  
Older Workers ◽  
Organizational Level ◽  
Organizational Setting ◽  
Content Type ◽  
Older Employees ◽  
The Impact

Purpose The purpose of this paper is to examine the mediating relationship between organizational culture, informal learning and work engagement of older workers in a public organizational setting. More specifically, this study aimed to investigate if informal learning is a pivotal component connecting an organizational-level factor (culture) to work engagement, which, in turn, directly influences business performance in the workplace. Design/methodology/approach After a careful review of the selected and relevant literature, four hypotheses were developed to test the structural relationships between the selected variables. Findings The data analysis indicated that informal learning mediated the relationship between organizational culture and work engagement for older employees working in a public organizational setting. Practical implications The findings from this study provide a solid justification for promoting informal learning in organizations to ensure knowledge transfer between younger and older generations while minimizing knowledge and financial loss for organizations. Originality/value In previous research, little emphasis has been placed on the impact of informal learning on work engagement. This study presents a valuable finding about the role of informal learning to facilitate work engagement for older workers.

scholarly journals THE RELATIONSHIP BETWEEN ORGANIZATIONAL CULTURE AND PUBLIC RELATIONS IN BUSINESS ORGANIZATIONS

2020 ◽  
Vol 21 (6) ◽  
pp. 1628-1645
Author(s):  
Edit Terek Stojanović ◽  
Marko Vlahović ◽  
Milan Nikolić ◽  
Siniša Mitić ◽  
Zoran Jovanović
Keyword(s):  
Organizational Culture ◽  
Regression Analysis ◽  
Public Relations ◽  
Positive Impact ◽  
Power Distance ◽  
Positive Influence ◽  
The Other ◽  
Business Organizations ◽  
Culture Dimensions ◽  
The Impact

The study presents the results of the impact of organizational culture on public relations in business organizations. The data were obtained from a survey of 415 respondents from 93 companies in Serbia. The following statistical methods were used: descriptive statistics, correlation analysis, regression analysis and hierarchical regression analysis. Some of the most important conclusions of the research follow: In most cases, the organizational culture dimensions have a statistically significant and positive influence on the communication models of public relations (CMPR) dimensions and the organization – public relations (OPR) dimensions; A favorable organizational culture (represented through the favorable values of the organizational culture dimensions) has a positive impact on two-way models of communication, especially the symmetrical model, as well as on most of the OPR dimensions. On the other hand, an unfavorable organizational culture encourages one-way communication and the organization’s orientation solely for its own benefit; The Power Distance dimension acts in contrast to the other dimensions of organizational culture: high power distance impedes two-way communication and promotes the utility of the company, all of which causes public distrust and dissatisfaction.

Cheating, culture and incentives: who deserves a bonus?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
William D. Oberman ◽  
Shelley Morrisette ◽  
Irma Hunt ◽  
Yancy Edwards
Keyword(s):  
Organizational Culture ◽  
General Population ◽  
Organizational Justice ◽  
Publishing Industry ◽  
Business Organizations ◽  
Content Type ◽  
Practitioner Survey ◽  
Relationship Of ◽  
The Impact ◽  
The Relationship

PurposeThe purpose of this research is to examine the relationship of perceptions of organizational justice on the ranking of candidates for incentive bonuses and the impact of organizational culture on these perceptions.Design/methodology/approachA questionnaire was developed which asked respondents to rank a set of seven candidates for a sales bonus based on deservingness for the bonus. Descriptions of the candidates included information not only on whether they achieved a pre-established metric for the bonus, but on how they achieved (or failed to achieve) the metric. Hypotheses related compliance with norms of organizational justice, both by candidates and the organization, to candidate rank. The survey was administered to a sample of 204 employees of business organizations at all levels obtained through a survey research firm, as well as a sample of 52 employees of organizations in the Christian publishing industry. Nonparametric statistics were used to analyze the results. A comparison was made between the respondents sourced through the research firm, seen as representing the general population and those from the Christian-oriented group.FindingsHypotheses that respondents will seek to punish violators of justice norms, reward compliers and compensate victims of organizational unfairness were generally supported. More interesting were differences between the groups of respondents from the general population and the group representing Christian-based firms.Originality/valueThis article reveals the impact of organizational culture on the acceptance of incentive systems. The research employed a practitioner survey, rather than more common experimental approach.

Impact of Digitalization on Service Work in Knowledge-Intensive Business Services: An Empirical Study in Tax Consultancies

2019 ◽  
Vol 3 (4) ◽  
pp. 209-222
Author(s):  
Philipp K. Görs ◽  
Henning Hummert ◽  
Anne Traum ◽  
Friedemann W. Nerdinger
Keyword(s):  
Work Engagement ◽  
Service Work ◽  
Psychological Consequences ◽  
Business Services ◽  
Knowledge Intensive Business Services ◽  
Positive Effects ◽  
Knowledge Intensive ◽  
The Impact ◽  
Positive Effect ◽  
Special Case

Digitalization is a megatrend, but there is relatively little knowledge about its consequences for service work in general and specifically in knowledge-intensive business services (KIBS). We studied the impact of digitalization on psychological consequences for employees in tax consultancies as a special case of KIBS. We compare two tax consulting jobs with very different job demands, those of tax consultants (TCs) and assistant tax consultants (ATCs). The results show that the extent of digitalization at the workplace level for ATCs correlates significantly positively with their job satisfaction. For TCs, the same variable correlates positively with their work engagement. These positive effects of digitalization are mediated in the case of ATCs by the impact on important job characteristics. In the case of TCs, which already have very good working conditions, the impact is mediated by the positive effect on self-efficacy. Theoretical and practical consequences of these results are discussed.

Management

2019 ◽  
Author(s):  
Ольга Гапонова ◽  
Olga Gaponova ◽  
Любовь Данилова ◽  
Liubov' Danilova ◽  
Юлия Чилипенок ◽  
...  
Keyword(s):  
Organizational Culture ◽  
Social Responsibility ◽  
Conflict Management ◽  
Self Control ◽  
Business Organizations ◽  
Organizational Changes ◽  
History Of ◽  
Basic Functions ◽  
Basic Approaches ◽  
Independent Work

Structurally, the book includes 59 short chapters, United in 14 thematic blocks. They include such traditional sections as: the concept, essence and content of management; basic approaches to the study of the history of management; basic functions of management; connecting processes; basics of conflict management; organizational culture; management of organizational changes; social responsibility and ethics of business organizations; management consulting, etc. But the form of presentation of the material is unusual – it is a programmed textbook, designed mainly for independent work of the student and equipped with a system of constant self-control.

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