Organizational Learning and Performance in Two National Cultures: A Multi-group Structural Equation Modeling Approach

PurposeThe purpose of this paper is to study the validity of the concept of learning organization through the use of the Dimensions of Learning Organization Questionnaire (DLOQ) in an Indian public sector organization. Literature on learning organizations was reviewed to ascertain the sample organization’s progress toward becoming a learning organization. The current research also tries to explore the relationship (if any) between learning organization dimensions and organizational performance.Design/methodology/approachThe study employed a survey method for collecting data from 204 respondents from the sample organization. The data were statistically analyzed and interpretations were made.FindingsThe study reveals that the sample organization scores high on the various learning organization dimensions (seven dimensions of DLOQ), which in turn impact knowledge performance and financial performance. Learning organization practices and processes are prevalent in the sample organization and it is progressing well toward its vision of becoming a learning organization (mentioned in its HR vision).Research limitations/implicationsThe data for the study were collected from a single sample organization. Hence, any sweeping generalization of the results needs to be made with caution.Originality/valueThis research demonstrates the impact of the four levels of specific learning organization dimensions on its knowledge and financial performance in the context of an emerging country like India.

PurposeThe purpose of this study is to investigate the relationship between organizational learning (OL) and business sustainability (BS) and to carry out its empirical examination.Design/methodology/approachExtensive literature research was carried out. Then, an empirical study was conducted in 694 Polish and Danish companies. Two phenomena related to OL were adopted: OL processes and organizational learning capability (OLC). BS was examined through the concept of sustainable performance (SP). Research models were tested using structural equation modeling.FindingsThe empirical studies have shown a positive, statistically significant relationship between OL and BS. The research supports the view that the intensification of the OL processes is substantial for BS, whereas the OLC concept is less relevant to the development of BS. The effect of OL on total SP was stronger than on any SP dimension. OL supports the synergies of the results obtained by the organization for the benefit of BS.Research limitations/implicationsThe model verification is based on the samples from two countries, and, therefore, the hypothesis requires further verification in different business contexts. In addition, there are different factors influencing BS, which have not been included in the research and should be analyzed in the future.Originality/valueAn in-depth, critical literature analysis shows that the theoretical foundation of the role of OL in shaping BS is fragmented and poorly empirically verified. The value of this paper is the presentation of large-scale empirical studies comparing the relationship between BS and two phenomena: OLC and the OL processes. The results obtained in the course of the research open up new research directions with respect to both the relationship between OL and BS as well as between OL and organizational performance.

PurposeThis meta-analytic study tries to synthesize the mixed relationships between knowledge management technologies (KMT) and organizational performance as well as aims to explore the impacts of contextual elements, such as national culture, economy and industries, on these relationships.Design/methodology/approachFindings on various subjects from 40 previous empirical studies were examined using meta-analysis.FindingsIt was found that KMT are positively related to overall organizational performance as well as financial and nonfinancial performance and that the relationship between KMT and financial performance is stronger in developing economies than in developed economies.Practical implicationsIt helps practitioners better understand the role of KMT in organizational performance in various contexts and provides practical suggestions for KMT implementation.Originality/valueAs the first meta-analytic study to address the generalizability of KMT–organizational performance relationships, this paper offers an improved understanding of the benefits of KMT. It also expands knowledge about how contextual issues related to national culture, economies and industries affect KMT payoffs.

Based on a review of prior studies, this research seeks to enrich the management literature by examining and empirically testing the impact of each of the strategic management practices (environmental scanning, strategy formulation, strategy implementation, and strategy evaluation-monitoring) on financial and non-financial performance of non-governmental organizations (NGOs). A questionnaire was developed and validated to measure strategic management practices and NGOs financial and non-financial performance. Questionnaires were distributed to projects coordinators, programs officers and administration officers of seventy-nine international NGOs operating in the Palestinian Territories. 237 questionnaires were distributed and 160 questionnaires were returned and were usable for statistical analysis. The research results demonstrates that strategic management practices have positive impact not only on financial performance but on non-financial performance of these organizations. Moreover, the research recommends that NGOs rely on strategic management as a means to achieve high performance. Key words: financial performance, Non-Governmental Organizations, non-financial performance, strategic management practices.

Purpose The purpose of this paper is to conduct a research to analyze and to explain the influence of information technology strategy (ITS) and management support (MS) on internal business processes (IBPs), competitive advantage (CA) and financial performance (FP) and non-financial performance (NFP) of a company. Design/methodology/approach This study uses a quantitative approach and is included in an explanatory research. This study belongs to the category of perceptive research, and the unit of analysis is an individual (Singarimbun and dan Effendi, 1989). The study population is Carrefour executives/managers. The unit of analysis in this study is an individual who is a Carrefour manager and who becomes the sample. This study is conducted throughout the Carrefour chains in Indonesia. Method of data analysis uses descriptive analysis and inferential statistic, using partial least square. Findings This study found that ITS has no significant effect on FP, but it has a significant effect on NFP. It also found that MS has a significant effect on IBP CA and FP and NFP. This study found that IBPs have no significant effect on FP but have a significant effect on NFP and CA. CA has no significant effect on FP, but it has a significant effect on NFP. Further, NFP has a significant effect on FP. Originality/value This research is important to understand comprehensively the relationship between information technology and IBPs, CA and company performance. The difference between this study and previous studies is that this study examines the relationship between MS and IBP to CA, NFP and corporate FP.

We study empirically analyzes the relationship between the leadership styles and management strategies of executives perceived by members of small and medium venture companies through organizational performance through SPSS 24.0. The empirical results are as follows. First, the hypothesis that the strategic leadership of the one-level management team had a significant influence on the management strategy showed that strategic leadership (strategic direction, strategic control, maintaining effective organizational culture, ethical management, human resource development, competency development) The relationship between positive cost, strategy of differentiation, and strategy of concentration was positive. Second, the hypothesis 2 management strategy (cost advantage strategy, differentiation strategy, centralization strategy) was statistically significant for both organizational performance (financial performance and non-financial performance). Therefore, management strategy implemented by management acts as a factor to improve organizational performance. Therefore, the execution ability of management strategy should be strengthened. Third, hypothesis 3 (Strategic Direction, Strategic Control, Maintaining Effective Organizational Culture, Ethical Management, Human Resource Development, Competency Development) could be identified as an important role factor for financial and non-financial performance. The organizational performance of SMEs has been a key factor in the strategic leadership and management strategy implemented by management. Therefore, the establishment and implementation of various practical measures to upgrade this were continuously required.

ABSTRACTThis paper aims to determine, through a model that integrates the different study approaches observed in the literature, how organisational learning – via learning orientation (LO) and the organisational learning process (OLP) – and knowledge application (KA) improve organisational performance in financial advisory services. Previous research has already tested how each construct, considered individually, positively influences organisational performance. An integrated model that includes all the constructs would reveal whether they have a direct effect on organisational performance or not. Structural equation modelling is used to analyse how the constructs of the model interact among them and the testing of hypotheses, with a sample of 349 financial advisors. Results show KA as the construct directly connected to organisational performance, while LO and the OLP only affect performance indirectly through their interaction with KA. Furthermore, this study supports the bet made by those organisations truly involved in learning and KA, most significantly in the latter.

Organizations which apply new ideas can be successful in the fiercely-competitive business environment. This research aims to investigate the role of "Radical and Incremental Innovations on the relationship between knowledge management (KM) and organizational learning and performance.180 managers of Isfahan Estill Company were answered research questionnaires including a researcher-made questionnaire. In order to analyze data, t-value test, confirmatory factor analysis and structural equations were used. SPSS and Amos18 software were used for analysis. Findings showed that KM influences on organizational performance and learning (through innovation) directly and indirectly. Furthermore, also knowledge utilization had influence on incremental and radical innovation. This is while no significant influence of knowledge sharing on radical innovation. Therefore, managers are advised to try to improve employees’ knowledge in order to finally influenced on organizational performance and learning.

Background: Organizational learning theory has retained considerable attention in the past decades from a wide array of academic disciplines in social sciences. Yet few integrative efforts have satisfactorily offered a comprehensive and systematic articulation of the concept of organizational learning with regards to: (a) its core constitutive dimensions and associated mechanisms; (b) the analytical levels from such mechanisms operate (e.g., workers, teams, organizations); as well as (c) their interplay. Methods: This article builds on a critical synthesis of predominant approaches in organizational learning theory (i.e., structural functionalist, social constructivist and middle range approaches), highlighting the contributions of each approach on the key analytical elements guiding our inquiry (i.e., core dimensions and associated mechanisms, analytical levels, interplay). Drawing from the work of sociologists Anthony Giddens and Margaret Archer on agency-structure theory, we develop a series of theoretical propositions supporting the Organizational Learning Practices (OLP) concept as a unifying heuristic tool. Results: OLP are defined as a set of collectively shared practices held by members of a given organization embedded in normative, political, and semantic dynamics. At the heart of such dynamics lies organizational knowledge as a power resource pivotal to the sustainable development of organizations, as well as that of their members. Conclusion: OLP offer promising answers to on-going debates in organizational learning theory, and we conclude by discussing concrete guidelines to advance research and practice on OLP.

This study examines how organizational learning practices influence service innovation performance within hospitality management organizations. Drawing on organizational learning theory and the knowledge-based view of the firm, the study proposes a model in which continuous learning systems, cross-departmental collaboration, and knowledge-sharing routines enhance service innovation performance through the mediating mechanism of knowledge integration. Data were collected from managers and supervisory-level employees working in hospitality organizations using a structured questionnaire and analyzed through Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings demonstrate that all three organizational learning practices exert significant positive effects on knowledge integration, which in turn significantly improves service innovation performance. Furthermore, knowledge integration partially mediates the relationship between organizational learning practices and service innovation outcomes, confirming its central role in translating learning processes into innovation capabilities. Practically, the results highlight the importance of fostering integrated learning environments and cross-functional knowledge flows to strengthen innovation performance in service-intensive hospitality setting.

This paper proposes a conceptual model for comprehending the knowledge management and organisational learning process at business schools located in Antioquia (Colombia). It is essential to understand how they create value through the PhD education of their professors. The methodology used for this research is qualitative reflexive. The document analysis was the strategy used to identify, in higher education institutions (HEIs), the current models of knowledge management and organisational learning. The theoretical-methodological starting point was the model proposed by Burrell and Morgan (1979). The authors have built a four-dimensional model that will enable researchers and deans of business schools to assess and discuss what are the knowledge management and organisational learning practices that fit into their knowledge management strategy (KMS), their value generation expectations and their long-term goals.

This study examines how organisational learning processes, such as learning stocks, learning flows, and external learning affect Korean small- and medium-sized enterprises’ (SMEs) perceived recovery and organisational performance through learning from failure. The double moderated mediation impact of organisational trust and owner-managers’ interest in human resource development (HRD) in these relationships has been tested. About 400 SMEs were selected and a self-reported online survey was administered. Among them, 296 SMEs were analysed based on their experience in employee development. All three organisational learning activities have an impact on perceived failure recovery and organisational performance through learning from failure. Additionally, organisational trust and owner-managers’ interest in HRD moderates the relationship between organisational learning activities. However, owner-managers’ interest in HRD has a negative moderating effect, indicating that power-political relationships impede learning from failure. Using the method of self-reporting to identify the role of organisational learning from failure, this study addresses the lack of empirical research with an integrated approach on this topic. The findings have several academic and practical implications. Owner-managers must engage in various developmental activities to build trust among members and should create space and time where employees feel free to share ideas and reflect on their opinions.

This research evaluates the sustainable utilization of Internet bandwidth usage and proposes a framework for its study. Understanding how much internet bandwidth is required for business and individual use and to what extend individual users have to be familiar with it, is very important. The study seeks to (1) measure the relationship between organizational learning and effective utilization of internet bandwidth; (2) assess the relationship between organizational learning and organizational performance; and (3) investigate the mediating effect of effective utilization of internet bandwidth in influencing the relationship between organizational learning and organizational performance. A reasonable sample population (n=318) is selected from those Malaysian business firms that use Internet bandwidth. Structural equation modeling (SEM) was utilized to test the relationship among study variables. Further analysis indicates that the results support certain hypotheses. Organizational learning is found to be of critical importance in the effective utilization of Internet bandwidth. However, the effective utilization of bandwidth does not mediate the effect of the relationship between organizational learning and organizational performance. This can be explained by the fact that learning the use of Internet bandwidth improves individual usage and better decision-making in choosing Internet bandwidth-demand-services and applications of an organization, yet does not significantly increase the operational and financial performance

The purpose of this paper is to determine how COVID-19 shocks and government policies affected MSMEs’ financial and non-financial performance during the economic turmoil. The paper used both quantitative and qualitative methods. An online questionnaire survey was used to collect quantitative data from 380 Saudi MSMEs. The direct effects of the exogenous variables on the endogenous variable were determined using partial least squares structural equation modeling (PLS-SEM). Furthermore, multigroup analysis was used to examine the moderating effect of policy response on other variables. Interviews were conducted from a qualitative standpoint, and the information was converted into texts and qualitatively analyzed. Demand Shocks, Management/Operational Shocks, and Supply Shocks all have a significant impact on financial performance. The only significant predictor of non-financial performance was demand side shocks. Management/operational side shocks, on the other hand, have no effect on the non-financial performance of MSMEs. Furthermore, policy response was found to be a powerful predictor of both financial and non-financial performance. During the COVID-19 outbreak, MSMEs’ policies and assistance programs had no discernible impact on demand and supply side shocks, as well as financial and non-financial performance. Overall, the findings of this study will help the Saudi government and other policymakers determine the best way to deal with current and future COVID-19 pandemics.

Purpose: This study examined the ability of financial and non-financial performance in predicting financial reports publication time frame as moderated by the COVID-19 pandemic. Theoretical framework: Signal theory postulates that management serves a crucial role in providing information to stakeholders regarding the condition of the company (Brigham & Houston, 2001). According to Spence (1973), companies are motivated to provide relevant information to stakeholders. If the performance conditions are good, the company tend to speed up the process of presenting financial statements. Conversely, if performance is poor, there is a tendency to delay the financial reports publication. The long span of time for the publication of financial reports can indicate bad news that the company has so that it has yet to publish the news to the public. Scott (2015) suggests that when managers know there is unfavorable news about the condition of the company in the future, they will avoid publishing this information or at least delay the presentation of financial statements. Method/design/approach: Financial performance was measured by four indicators: profitability, liquidity and solvency. Meanwhile, variable non-financial performance was measured by the index of good corporate governance (GCG) and auditor reputation. The proposed model was tested based on the quantitative data collected from 156 manufacturing companies listed on the Indonesia Stock Exchange (IDX) from 2018 and 2020. The multiple regression analysis was performed to analyze and interpret the data. Results and conclusion: Result indicates that solvency, good corporate governance, and auditor reputation were significant predictors of the time span of financial report publication. However, the predictive ability of profitability and liquidity on the publication timeframe was found to be not significant. Furthermore, the results show that the COVID-19 pandemic moderates the ability of profitability and good corporate governance in predicting the publication timeframe. Research implications: Financial and non-financial performance indicator gives different results in predicting the RWPLK of manufacturing companies in Indonesia. ROA and CR are not able to predict RWPLK, but DER, GCG, KAP are able to predict RWPLK. The role of the COVID-19 pandemic was able to moderate the ability of ROA and GCG in predicting the timeframe for publication of financial reports, but was unable to moderate the ability of CR, DER and KAP in predicting RWPLK. Originality/value: The present study provides the first empirical evidence on the moderating role of the COVID-19 pandemic on the predictive ability of financial and non-financial performance for financial statement publication time frame.