International Journal of Knowledge Management and Practices

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Exploring Dynamics of Learning Organisation on Performance Outcomes


Affiliations
1 Lecturer, Govt. Degree College, Udhampur, Jammu & Kashmir, India
2 Department of Commerce, University of Jammu, Jammu & Kashmir, India
     

   Subscribe/Renew Journal


Organisations worldwide are creating learning organisations for knowledge acquisition & sharing, collectively empowering people toward innovation and change, creating value for customers & shareholders, etc. Output of a learning organisation not only improves operating efficiency by modifying products, processes & services but also leads to distinctive advantages and outsells the competition. Environmental turbulence is transforming general insurance organisations from mechanical to LOs to remain competitive, efficient and effective. Data for the study were collected from 498 employees of 11 general insurance company GIC organisations functioning in the union territory of J&K. After data reduction and scale validation through exploratory factor analysis and confirmatory factor analysis, hypotheses were tested using structural equation modelling and one-way ANOVA. The study concluded that for ensuring successful LO, learning aptitude, knowledge and training must be encouraged. Further, empowerment, shared vision, teamwork, reward, effective communication, and supportive leadership are also required for encouraging employees to perform outstanding at the individual level, group level, and corporation level.

Keywords

Learning Organisation, Financial Performance and Non-Financial Performance
Subscription Login to verify subscription
User
Notifications
Font Size


  • Abbasi, E., Taqipour, M., & Farhadian, H. (2012). Learning organisation disciplines in Iranian higher education system. Journal of Educational and Instructional Studies in the World, 2(2), 58-68.

  • Akhtar, N., & Khan, R. (2011). Exploring the paradox of organisational learning and learning organisation. Journal of Contemporary Research in Business, 2(9), 257-270.

  • Agrawal, R. K., & Tyagi, A. (2010). Organisational culture in Indian organisations: An empirical study. International Journal of Indian Culture and Business Management, 3(1), 68-87.

  • Alipour, H., Davabi, K., Mehrabi, Z., & Mostaghi, M. (2010). The role of knowledge management in the achievement of competitive advantage: A case study of Iran alborze insurance company in Western Mazandaran. African Journal of Business Management, 4(7), 1346-1350.

  • Calantone, R. J., Cavusgil, S. T., & Zhao, Y. (2002). Learning orientation, firm innovation capability and firm performance. Industrial Marketing Management, 31(6), 515-524.

  • Davis, D., & Daley, B. J. (2008). The learning organisation and its dimensions as key factors in firms’ performance. Human Resource Development International, 11(1), 51-64.

  • Dekoulou, P., & Trivellas, P. (2015). Measuring the impact of learning organisation on job satisfaction and individual performance in Greek advertising sector. Procedia Social and Behavioral Sciences, 2(1), 367-375.

  • Erakovic, L. (2006). Researching organisational change in the public sector. International Journal of Learning and Change, 1(2), 201-216.

  • Galbraith, J. R. (1977). Organisational design (1st ed.). Reading Mass.: Addison Wesley.

  • Goh, S. C. (2001). The learning organisation: An empirical test of normative perspective. International Journal of Organisational Theory and Behaviour, 4(3&4), 329-355.

  • Gupta, S. L., & Mittal, A. (2008). Comparative study of promotional strategies adopted by public and private sector banks in India. Asia-Pacific Business Review, 22(3), 117-119.

  • Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2009). Multivariate data analysis (4th ed.). Upper Saddle River, New Jersey: Prentice Hall.

  • Jawazne, B. E. A., & Awawdeh, W. M. A. (2011). Measuring the degree of the presence of learning organisation dimensions at the branches of commercial banks in the governorate of Almafraq (Jordan). International Journal of Business and Management, 6(11), 27-38.

  • Kapp, K. M. (1999). Transforming your manufacturing organisation into a learning organisation. Hospital Material Management Quarterly, 20(4), 45-56.

  • Kumar, N. (2005). Assessing the learning culture and performance of educational institutions. Performance Improvement, 44(9), 27-32.

  • Manolopoulos, D. (2008). An evaluation of employees’ motivation in the extended public sector in Greece.

  • Employee Relations, 30(1), 63-85.

  • Michael, T. S. C., & Higgins, S. E. (2002). Nanyang Technological University library as a learning organisation. Libri, 52(1), 169-182.

  • Mishra, B., & Bhaskar, U. A. (2010). Empowerment: A necessary attribute of a learning organisation.

  • Organisations and Markets in Emerging Economies, 1(2), 48-70.

  • Pearce, I., John, A., Fritz, D., & Davis, P. (2010). Entrepreneurial orientation and the performance of religious congregations as predicted by rational choice theory. Entrepreneurship Theory and Practice, 34(1), 219-248.

  • Prakash, Y., & Gupta, M. (2008). Exploring the relationship between organisation structure and perceived innovation in the manufacturing sector of India. Singapore Management Review, 14(3), 67-83.

  • Qutop, M. A. Y., Futa, S. M., & Maani, A. (2011). The relationship between learning facilitators and transforming into a learning organisation: An empirical study of the insurance sector in Jordan. International Business Research, 4(3), 211-220.

  • Ratna, R., Khanna, K., Jogishwar, N., Khattar, R., & Agarwal, R. (2014). Impact of learning organisation on organisational performance in consulting industry. International Journal on Global Business Management and Research, 2(2), 78-89.

  • Razali, M. Z. M., Amira, N. A., & Shobri, N. D. M. (2013). Learning organisation practices and job satisfaction among academicians at public university. International Journal of Social Science and Humanity, 3(6), 518-522.

  • Rai, A., & Yadapadithaya, P. S. (2015). Learning organisation: Rhetoric and reality (A study with reference to selected industrial units in Dakshina Kannada district of Karnataka state). International Journal on Technology and Business, 11(3), 114-127.

  • Ratna, R., Khanna, K., Jogishwar, N., Khattar, R., & Agarwal, R. (2014). Impact of learning organisation on organisational performance in consulting industry. International Journal on Global Business Management and Research, 2(2), 78-89.

  • Rueket, R. W., Walker, O. C., & Roering, K. J. (1985). The organisation of marketing activities: A contingency theory of structure and performance. Journal of Marketing, 49(2), 13-25.

  • Saleem, H., Mian, M. N. S., & Hafeez, S. (2011). Learning organisation: A study of small and medium enterprises of Pakistan. International Journal of Management and Organisational Studies, 2(2), 38-44.

  • Salim, M. I., & Sulaiman, M. (2011). Organisational learning, innovation and performance: A study of Malaysian small and medium sized enterprises. International Journal of Business and Management, 6(12), 118-125.

  • Senge, P. M. (1990). The fifth discipline: The art and practice of the learning organisation (1st ed.). London: Random House.

  • Senge, P. M. (1996). Leading learning organisations. Training and Development, 50(12), 36-47.

  • Sebestoval, J., & Rlykova, Z. (2011). Competencies and innovation in learning organisation. Economies and

  • Management, 16(1), 954-960.

  • Som, H. M., Saludin, M. N., Shuib, S., Keling, M. F.,

  • Ajis, M., & Theng, N. R. (2010). Learning organisation elements as determinants of organisational performance of non-profit organisations in Singapore. International NGO Journal, 5(5), 117-128.

  • Sudharatna, Y., & Li, L. (2004). Learning organisation characteristics contributed to its readiness to change: A study of the Thai mobile phone service industry. Managing Global Transitions, 2(4), 163-178.

  • Suresh, J., & Jaleel, N. A. (2015). Impact of employee empowerment on organisational performance: A study of automobile industry in Chennai city of Tamil Nadu in India. International Journal of Innovative Science, Engineering & Technology, 2(4), 20-31.

  • Vemic, J. (2007). Employee training and development and the learning organisation. Facta Universitatis Series: Economics and Organisation, 4(2), 209-216.

  • Watkins, K. E., & Marsick, V. J. (1993). Sculpting the learning organisation: The art and science of systematic change (1st ed.). San Francisco: Jossey-Bass.


Abstract Views: 277

PDF Views: 0




  • Exploring Dynamics of Learning Organisation on Performance Outcomes

Abstract Views: 277  |  PDF Views: 0

Authors

Jyoti Sharma
Lecturer, Govt. Degree College, Udhampur, Jammu & Kashmir, India
Neetu Andotra
Department of Commerce, University of Jammu, Jammu & Kashmir, India

Abstract


Organisations worldwide are creating learning organisations for knowledge acquisition & sharing, collectively empowering people toward innovation and change, creating value for customers & shareholders, etc. Output of a learning organisation not only improves operating efficiency by modifying products, processes & services but also leads to distinctive advantages and outsells the competition. Environmental turbulence is transforming general insurance organisations from mechanical to LOs to remain competitive, efficient and effective. Data for the study were collected from 498 employees of 11 general insurance company GIC organisations functioning in the union territory of J&K. After data reduction and scale validation through exploratory factor analysis and confirmatory factor analysis, hypotheses were tested using structural equation modelling and one-way ANOVA. The study concluded that for ensuring successful LO, learning aptitude, knowledge and training must be encouraged. Further, empowerment, shared vision, teamwork, reward, effective communication, and supportive leadership are also required for encouraging employees to perform outstanding at the individual level, group level, and corporation level.

Keywords


Learning Organisation, Financial Performance and Non-Financial Performance

References