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Thematische Bibliographien / Organisational learning / Zeitschriftenartikel

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Zeitschriftenartikel zum Thema „Organisational learning“

Autor: Grafiati

Veröffentlicht am 4. Juni 2021

Zuletzt aktualisiert am 25. Juli 2025

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1

Clifton, Louise, and Paul Gentle. "The genie in the learning organisation? The experience of using multi-level action learning at the Leadership Foundation." International Journal of Public Leadership 11, no. 2 (2015): 66–76. http://dx.doi.org/10.1108/ijpl-01-2015-0004.

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Purpose – The purpose of this paper is to examine the working practices and outcomes of an action research project in a specialist organisation engaged in the field of leadership development. The intention of the project was to enable the company involved to become a stronger learning organisation at a time when it was developing a future strategy. Design/methodology/approach – The paper uses a case study approach to describe and analyse a three-stage process involving the use of a focus group, organisational climate survey and voluntary action learning sets. Interviews with participants are a

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Alqudah, Hamzah E., Mani Poshdar, Luqman Oyekunle Oyewobi, James Olabode Bamidele Rotimi, and John Tookey. "Sustaining Construction Organisations in NZ: A Linear Regression Model Approach to Analysing Determinants of Their Performance." Sustainability 15, no. 5 (2023): 4143. http://dx.doi.org/10.3390/su15054143.

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The characteristics, strategies, capabilities, and resources of an organisation contribute to its competitive advantage and superior performance. A model to explain performance differences in the New Zealand context will be developed by examining the relationships between construction organisational performance and these constructs. The information was obtained using a questionnaire survey. A total of 101 organisations participated in the research. For the instrument used to elicit data, the literature was used to identify indicators associated with characteristics of organisational strategies

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Barnard, Peter A. "Secondary school structure, organisational learning capacity and learning organisations: a systemic contribution." International Journal of Educational Management 34, no. 8 (2020): 1253–64. http://dx.doi.org/10.1108/ijem-01-2020-0037.

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PurposeThe purpose of this paper is to explain the influence of a school's operational structure on organisational learning capacity (OLC), and how this either supports or disables any aspiration as a learning organisation.Design/methodology/approachTwo organisational working models are described, one based on same-age structure and another that uses multi-age organisation. These are systemically examined to test for OLC and subsequent potential to develop as learning organisations.FindingsSchools using same-age organisational structure have restricted feedback mechanisms that inhibit their ab

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Lancaster, Sue, and Lee Di Milia. "Organisational support for employee learning." European Journal of Training and Development 38, no. 7 (2014): 642–57. http://dx.doi.org/10.1108/ejtd-08-2013-0084.

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Purpose – This paper aims to describe the forms of organisational support that employees perceived as helpful to support their learning. This study aims to explore how organisational support is distinct from other kinds of learning support. Design/methodology/approach – This is a qualitative exploratory study utilising a cross-sectional design. Interviews were conducted in a large multi-site Australian organisation with 24 graduates from four leadership development programmes. Findings – The results from this study extend the literature relating to work environment as an important factor in su

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Hoe, Siu Loon. "Organisational Learning: Conceptual Links to Individual Learning, Learning Organisation and Knowledge Management." Journal of Information & Knowledge Management 06, no. 03 (2007): 211–17. http://dx.doi.org/10.1142/s0219649207001779.

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Organisational learning has over the years been subject of much study by scholars and managers. In the process, the organisational learning concept has been linked to many other knowledge concepts such as individual learning, learning organisation, and knowledge management. This paper draws from existing literature in organisational behaviour, human resource management, marketing, and information management, to further develop the conceptual links between organisational learning and these knowledge concepts. The paper discusses the characteristics of organisational learning and emphasises its

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Knutsson, Hans, and Anna Thomasson. "Exploring organisational hybridity from a learning perspective." Qualitative Research in Accounting & Management 14, no. 4 (2017): 430–47. http://dx.doi.org/10.1108/qram-04-2016-0030.

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Purpose The purpose of this paper is to explore if the application of a framework building on organisational learning focusing on organisational processes can increase our understanding of how hybrid organisation develops over time and why they fail to live up to external expectations. Design/methodology/approach The aim of this study is descriptive and explorative. It is accordingly designed as a qualitatively oriented case study. To capture the process of forming and developing hybrid organisations, the study takes a longitudinal approach. The case chosen for the study is a municipally owned

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Garnett, Jonathan, Selva Abraham, and Param Abraham. "Using work-based and work-applied learning to enhance the intellectual capital of organisations." Journal of Work-Applied Management 8, no. 1 (2016): 56–64. http://dx.doi.org/10.1108/jwam-08-2016-0013.

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Purpose The purpose of this paper is to show how work-based and work-applied learning (WAL) can enhance the intellectual capital of organisations. Design/methodology/approach The paper draws organisational learning- and work-based learning literature and case study illustrations. Findings To achieve major strategic change in organisations requires working at senior level within the organisation to develop the capability of the organisation to learn and apply that learning strategically. WAL is explicitly geared to bring about change and enhance the learning capability within the organisation.

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A. D., Pearce, and Pons D. J. "Defining Lean Change—Framing Lean Implementation in Organizational Development." International Journal of Business and Management 12, no. 4 (2017): 10. http://dx.doi.org/10.5539/ijbm.v12n4p10.

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Problem – When lean is adopted in traditional organisations it requires a widespread organisational change and many businesses fail to sustain lean practices. Purpose – The purpose of this work was to define lean implementation based on the organisational development (OD) body of knowledge. Approach – The literature in lean and organisational change was reviewed and amalgamated to develop a novel conceptual framework. Findings – Lean implementation begins with a planned changed that is episodic. However, the ultimate goal is to develop a learning organisation where change is continuous and eme

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(Tony) Dunne, A. "Organisational learning in an Australian food industry chain." Journal on Chain and Network Science 7, no. 1 (2007): 55–69. http://dx.doi.org/10.3920/jcns2007.x077.

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This paper reports on a longitudinal study that focused on examining the transformational change process undertaken within a major Australian food manufacturing company. Organisational learning is an essential prerequisite for any successful change process and an organisation's ability to learn is dependent on the existence of an environment within the organisation that nurtures learning and the presence of key enablers that facilitate the learning process. An organisation's capacity to learn can be enhanced through its ability to form and sustain collaborative relationships with its chain par

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Hirt, Christian, Renate Ortlieb, Julian Winterheller, Almina Bešić, and Josef Scheff. "Developing international talents: how organisational and individual perspectives interact." European Journal of Training and Development 41, no. 7 (2017): 610–27. http://dx.doi.org/10.1108/ejtd-12-2016-0091.

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Purpose Focusing on an international trainee- and internship programme, this paper aims to propose a new framework that links organisational strategies regarding ethnic diversity with career competencies of the programme participants. Design/methodology/approach The paper adopts a case study design. It examines the interplay of the perspectives of the organisation, which is an Austrian bank, and of the programme participants, who are university graduates from South-Eastern Europe. It draws on the typology of diversity strategies by Ortlieb and Sieben (2013) and the categorisation of individual

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Ahsan, Md Ali, Surena Sabil, and Abang Ekhsan Abang Othman. "Learn, Change or Perish: A Paradigm Shift about Organisational Structure in the Public Sector Organisation of Bangladesh." ABC Research Alert 6, no. 1 (2018): Malaysia. http://dx.doi.org/10.18034/ra.v6i1.321.

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Reform is an ongoing process for the organisations to cope with the changing atmosphere. Public sector organisations are ideologically different from its private counterpart, as public sector organisations are more service oriented rather profit orientation. This paper aims to understand the significant structural factors of organisation that has influence on organisational learning in public sector organisation from the context of developing country. This is purely a qualitative study based on inductive approach; it collected the primary data by deploying semi-structured interviews for over a

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Zgrzywa-Ziemak, Anna. "The Impact of Organisational Learning on Organisational Performance." Management and Business Administration. Central Europe 23, no. 4 (2015): 98–112. http://dx.doi.org/10.7206/mba.ce.2084-3356.159.

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Nikula, Rolf E. "Organisational learning within health care organisations." International Journal of Medical Informatics 56, no. 1-3 (1999): 61–66. http://dx.doi.org/10.1016/s1386-5056(99)00039-8.

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OWENS, JONATHAN. "AN EVALUATION OF ORGANISATIONAL GROUNDWORK AND LEARNING OBJECTIVES FOR NEW PRODUCT DEVELOPMENT." Journal of Enterprising Culture 12, no. 04 (2004): 303–25. http://dx.doi.org/10.1142/s0218495804000166.

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This paper discusses New Product Development (NPD) Process and the perception required for effective NPD Learning (NPDL). A model of learning for NPD organisations is presented and the necessity to assess progression towards learning objectives at the individual, job and organisation level is shown. Three aspects of organisational groundwork are identified and discussed. These include developing the NPD process, implementing the NPD strategy and allocating resources for NPD and NPDL. Ten sets of learning objectives are identified and discussed. These are organisational analysis, barrier demoli

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Struwig, F. W., E. E. Smith, and D. J. Venter. "The learning organisation: A means of facilitating training for change in South African organisations." South African Journal of Economic and Management Sciences 4, no. 2 (2001): 380–97. http://dx.doi.org/10.4102/sajems.v4i2.2649.

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This article considers the nature and role of the learning organisation as a means of implementing change through training in South African organisations. The paper is based on theoretical study and empirical research, including 365 training and organisational development specialists in South Africa. Five null hypotheses were empirically tested in order to establish relationships between the learning organisation and certain independent variables (classification data and training). Advanced statistical methods, such as analysis of variance and correlation coefficients were used to test these h

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Jenner, Annabel. "How Can Individual Learning at the Workplace Contribute to Organisational Learning?" Andragoška spoznanja 26, no. 3 (2020): 15–31. http://dx.doi.org/10.4312/as.26.3.15-31.

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The paper discusses the relationship of individual learning at the workplace and organisational learning from the perspective of adult education research. It asks which processes are required for individual learning to contribute to organisational learning and considers boundaries against change triggered by the organisations’ members. This question is discussed by focussing on a recent empirical study, which outlines processes of communication that help to transform individual into organisational learning. These processes are analysed within the context of inter-organisational cooperation, ta

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Hedayati, Alireza, Mohammad Khalilzadeh, and Arman Bahari. "The Effect of Organisational Learning Capability on Individual Performance through the Use of Enterprise Resource Planning and User Satisfaction." Journal of Information & Knowledge Management 20, no. 02 (2021): 2150026. http://dx.doi.org/10.1142/s021964922150026x.

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Given the global competition between organisations to deliver products and services, the need for integrated information is felt. Enterprise Resource Planning (ERP) system is one of the important technology tools which play an important role in the integration of information in the organisation and is a prerequisite for joining the global market. This study aims to experimentally test a framework for identifying the relationship between organisational learning capability, using an organisational resource planning system, end-user satisfaction and individual performance. The results can be used

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Korma, Mesfin, Naveen Kolloju, Harshavardhan Reddy Kummitha, and Mohanad Ali Kareem. "Impact of Organizational Culture on Organisational Performance: A Study on the Employees in Educational Institutions." Business Systems Research Journal 13, no. 1 (2022): 138–55. http://dx.doi.org/10.2478/bsrj-2022-0009.

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Abstract Background: The purpose of the paper is to assess organisational culture’s role on the performance of employees in the educational sector. Objectives: The paper seeks to address: what type of organisational culture is contributing to organisational performance, how organisational learning can be enhanced, how team orientation can be encouraged, and technical assistance and innovation can be promoted in developing economies. Methods/approaches: The data was collected from 350 respondents from different educational institutes’ employees of the Garage zone of SNNPR, Ethiopia. Structural

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Edmonstone, John Duncan. "Organisational learning." Leadership in Health Services 31, no. 4 (2018): 434–40. http://dx.doi.org/10.1108/lhs-08-2017-0050.

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Purpose The understanding of “organisations” has changed fundamentally from seeing them as concrete entities to viewing them as communities of meaning. Mature adults in healthcare learn best when addressing pressing problems in company of their peers. Healthcare is unlike other sectors because of the emotional labour which is part of the experience of clinical staff. Absorptive capacity offers a conceptual model for viewing organisational learning and the encouragement of systemic eloquence can be enabled through a variety of approaches, provided they are designed and delivered as part of a we

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Zahari, Afzal Izzaz, Norhayati Mohamed, Jamaliah Said, and Fauziah Yusof. "Assessing the mediating effect of leadership capabilities on the relationship between organisational resilience and organisational performance." International Journal of Social Economics 49, no. 2 (2021): 280–95. http://dx.doi.org/10.1108/ijse-06-2021-0358.

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PurposeThe COVID-19 pandemic had brought drastic economic, social and technological changes in society. The drastic changes and uncertainty in the environment had forced various industries to evolve effectively to cope with the unexpected change and subsequently bounce back to regain business success. For instance, private higher learning institutions face steep challenges due to the shortfall of organisational capabilities. The study aims to examine the role of leadership capabilities and organisational resilience in regaining organisational success among higher private learning institutions

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Purvis, Beinn, and Maocai Zhang. "The contribution of social networks to organisational learning in an industrial family business." Management Research Quarterly 1, no. 2 (2024): 54–64. http://dx.doi.org/10.63029/jbheyc10.

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It appears that research rarely focuses on the specificity of the types of organisation studied, or when it does, it focuses on public organisations. Yet, varying organisational contexts allows for a more robust progressive theoretical construction. This article therefore asks: to what extent do social networks contribute to industrial family firms exhibiting the characteristics of the learning organisation? We use the theoretical framework of the learning organisation and its seven dimensions to analyse a single case study based on an industrial family business based in China in which two soc

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Elmer, Shandell, and Sue Kilpatrick. "Another look at the culture-quality-performance link." Australian Journal of Primary Health 14, no. 2 (2008): 35. http://dx.doi.org/10.1071/py08020.

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Quality improvement is usually driven by quality, safety and risk agendas leading to a focus on measurements of the outputs of care; outputs such as fewer complaints, fewer accidents and adverse events. An oft-neglected theme is the impact of the quality improvement initiative within the organisation itself. This paper presents the findings of the first stage of an evaluation that has examined the changes which have occurred within organisations since participating in a quality improvement initiative. These findings indicate that engaging with a quality improvement program can change the natur

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Barnard, Peter Alexander. "Developing secondary schools as learning organisations: a systemic contribution." International Journal of Educational Management 36, no. 3 (2022): 233–46. http://dx.doi.org/10.1108/ijem-03-2021-0100.

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PurposeThe purpose of this paper is threefold: first, to explain the link between traditional same-age school structure and the impact this has on a school’s capacity for individual and organisational learning; second, to explain why attempts to develop schools as learning organisations (LOs) invariably reify existing structures and practice, and finally, to provide an example of how and why schools that have adopted a multi-age form of organisation, a vertical tutoring (VT) system, have stumbled upon an embryonic form of LO.Design/methodology/approachThis conceptual paper draws on a critical

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Antonacopoulou, Elena P., Christian Moldjord, Trygve J. Steiro, and Christina Stokkeland. "The New Learning Organisation." Learning Organization 26, no. 3 (2019): 304–18. http://dx.doi.org/10.1108/tlo-10-2018-0159.

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Purpose This paper aims to revive the old idea of the Learning Organisation by providing a fresh conceptualisation and illustration. The New Learning Organisation is conceptualised, focussing on the common good through responsible action. It is positioned as responding to the VUCA (Volatility, Uncertainty, Complexity and Ambiguity, Bennett and Lemoine, 2014) conditions with a VUCA approach to Learning Leadership fostering Institutional Reflexivity and High Agility Organising . Design/methodology/approach The paper presents a new organisational learning framework – the 8As – Sensuous Organisati

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Wodnik, Breanna K., Meena Andiappan, Erica Di Ruggiero, and James V. Lavery. "The 6I model: an expanded 4I framework to conceptualise interorganisational learning in the global health sector." BMJ Open 14, no. 5 (2024): e083830. http://dx.doi.org/10.1136/bmjopen-2023-083830.

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IntroductionAn organisation’s ability to learn and adapt is key to its long-term performance and success. Although calls to improve learning within and across health organisations and systems have increased in recent years, global health is lagging behind other sectors in attention to learning, and applications of conceptual models for organisational learning to this field are needed.Leveraging the 4I FrameworkThis article proposes modifications to the 4I framework for organisational learning (which outlines the processes of intuition, interpretation, integration and institutionalisation) to g

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Andani, Nethavhani,, and Maluka Harriet Rivalani. "Perceived organisational justice among academic employees at a selected higher learning institution." Business and Management Review 11, no. 02 (2020): 19–27. http://dx.doi.org/10.24052/bmr/v11nu02/art-03.

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Organisations depend on employees as crucial resources to execute duties aimed at realisation of organisational objectives. Organisational justice has been found to be a major predictor of employees’ performance and wellbeing. Studies found that employees tend to view justice in a different manner and that majority of employees tend to enjoy their work when they perceive that organisational justice exist within their organisation. The objective of this study was to examine the academic employees’ perceptions of organisational justice at a selected higher learning institution. A descriptive qua

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Gulari, Melehat Nil, and Chris Fremantle. "Learning Arts Organisations: Innovation through a Poetics of Relation." Arts 10, no. 4 (2021): 83. http://dx.doi.org/10.3390/arts10040083.

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Arts organisations have had to reimagine their ways of working, as a result of the COVID-19 pandemic. The pandemic has severely challenged the venue-based sectors and exposed the fragility of the existing business model of the ‘receiving house’. We use a specific example to address the following question: In what sense can artists lead organisational innovation, learning and change? We analyse Riffing the Archive: Building a Relation by MARIE ANTOINETTE (MA), an artist duo from Portugal, and their collaboration with the Barn, a multi-art centre in Banchory, Scotland, during the coronavirus pan

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Mutebi, Henry, Moses Muhwezi, Joseph Mpeera Ntayi, Samuel Ssekajja Mayanja, and John C. Kigozi Munene. "Organisational networks, organisational learning, organisational adaptability and role clarity among humanitarian organisations during relief delivery." Journal of Humanitarian Logistics and Supply Chain Management 12, no. 2 (2021): 249–84. http://dx.doi.org/10.1108/jhlscm-04-2021-0034.

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PurposeOrganisations involved in relief delivery tend to have cross-boundary mandates, which cause ambiguity of roles during delivery of relief services to the targeted victims. Having no clear role, specialisation affects service timeliness and increases resource duplication among the relief organisations. The objective of this study is to understand how organisational networks and organisational learning as complex adaptive system metaphors improve both organisational adaptability and role clarity in humanitarian logistics.Design/methodology/approachUsing ordinary partial least squares regre

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Matlay, Harry. "Organisational learning in small learning organisations: an empirical overview." Education + Training 42, no. 4/5 (2000): 202–11. http://dx.doi.org/10.1108/00400910010373642.

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Smith, Simon, Steve Buxton, and Joseph Murray Marshall. "Learning Organisations and Organisational Learning: What Have We Learned ?" International Journal of Knowledge, Culture, and Change Management: Annual Review 8, no. 5 (2008): 61–72. http://dx.doi.org/10.18848/1447-9524/cgp/v08i05/50593.

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Alibabić, Šefika. "Obrazovanje i učenje odraslih - Jezgro menadžmenta promene." Obrazovanje odraslih/Adult Education 10, no. 1 2010 (2010): 103–18. http://dx.doi.org/10.53617/issn2744-2047.2010.10.1.103.

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Intention of this work is to elaborate and to demonstrate on a theoretical level that adult education and learning is the basis of successful change management. For this purpose we have selected four variables - strategic changes, organisational culture, concept of learning organisation and competence basis of successful management. The analysis of these variables enabled te following conclusions: strategic change is based on organisational learning; the core of change management in organisation is the education and learning management of employees, since education and learning is the most imp

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Brandi, Ulrik, and Peter Christensen. "Sustainable organisational learning – a lite tool for implementing learning in enterprises." Industrial and Commercial Training 50, no. 6 (2018): 356–62. http://dx.doi.org/10.1108/ict-05-2018-0047.

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Purpose The purpose of this paper is to explore how enterprises are to arrange its learning processes in order to optimise the integration and creation of sustainable organisational learning. The paper describes a lite learning evaluation technology that makes processual real-time evaluation of implementation of new knowledge and competences in practice context. Design/methodology/approach The research is based on a case study that is designed and planned as a mixed method inquiry. The empirical case study is based on data from a large Danish enterprise from the telecommunication industry cond

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Davis, Keith, and Mark Boulet. "Transformations? Skilled Change Agents Influencing Organisational Sustainability Culture." Australian Journal of Environmental Education 32, no. 1 (2016): 109–23. http://dx.doi.org/10.1017/aee.2015.51.

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AbstractTraining employees in sustainability knowledge and skills is considered a vital element in creating a sustainability culture within an organisation. Yet, the particular types of training programs that are effective for this task are still relatively unknown. This case study describes an innovative workplace training program using a ‘head, hands, heart and feet’ learning framework to create skilled change agents among employees, in order to influence organisational sustainability culture. Utilising a dialogic inquiry methodology (Most Significant Change), as well as Mezirow's phases of

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Velykykh, K. "STRATEGIC PLANNING AS AN EFFECTIVE TOOL OF ORGANISATIONAL CHANGE." Series: Economic science 2, no. 183 (2024): 43–47. http://dx.doi.org/10.33042/2522-1809-2024-2-183-43-47.

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It is possible to understand strategic planning as a process consisting of defining a vision of the future, systematically analysing opportunities and threats in the external environment, as well as strengths and weaknesses of the organisation to develop strategies and actions that contribute to achieving this vision. Strategic management relies on strategic administration and planning, with some administrative aspects added during its implementation, such as organisational change, human resources management, control, performance, and organisational effectiveness. A factor of great importance

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Critten, Peter. "A radical agenda for enabling organisation transformation through work-applied learning." Journal of Work-Applied Management 8, no. 1 (2016): 65–78. http://dx.doi.org/10.1108/jwam-05-2016-0006.

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Purpose The purpose of this paper is to challenge how we have traditionally thought about organisations and introduce two frameworks to enable us to understand how change in organisations might be facilitated better. Design/methodology/approach The paper discusses organisations as complex adaptive systems and uses complexity theory to inform two new frameworks for facilitating organisational learning and change. Findings In order for organisational learning to occur we need to change our mind-set of how we see organisations and to think of learning not just as individual but also as generative

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Curado, Carla. "Organisational learning and organisational design." Learning Organization 13, no. 1 (2006): 25–48. http://dx.doi.org/10.1108/09696470610639112.

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Birleson, Peter. "Learning Organisations: A Suitable Model for Improving Mental Health Services?" Australian & New Zealand Journal of Psychiatry 32, no. 2 (1998): 214–22. http://dx.doi.org/10.3109/00048679809062731.

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Objective: The aim of this paper was to describe an organisational model that has created interest in recent business management literature as supporting learning, adaptation and continuous improvement. Method: Some key features of the literature on learning organisations are outlined, including the values and processes involved, together with a structural and cultural template that has been applied to a community child and adolescent mental health service. Some blocks to learning and the leadership skills required to develop adaptive services are described. Results: The experience of applying

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Meshari, Abdulrahim Zaher, Majed Bin Othayman, Frederic Boy, and Daniele Doneddu. "The Impact of Learning Organizations Dimensions on the Organisational Performance: An Exploring Study of Saudi Universities." International Business Research 14, no. 2 (2021): 54. http://dx.doi.org/10.5539/ibr.v14n2p54.

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The education sector is crucial to any nation committed to building future human capital. The Higher Education sector in the Kingdom of Saudi Arabia (KSA) is at the centre of transforming the nation&#39;s future in a radical move to end oil-dependency. But this is only possible if universities make a decisive change and start working as learning organisations in all employee&#39;s levels. The present study investigates the direction of higher education in becoming learning organisations. We collected data from 840 staff members in 20 public Saudi universities. We designed a questionnai

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P Augustine, Binson, and Fr MK Joseph. "The Impact of System Thinking on Learning Organization Practice in Non-Profit Management." International Research Journal of Multidisciplinary Scope 05, no. 02 (2024): 256–64. http://dx.doi.org/10.47857/irjms.2024.v05i02.0446.

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In India, NGOs are a driving force behind social progress and transformation. When governments are unable to meet the needs and demands of the community, they step in to help. Although "learning organisation" is a popular term in business, its application in the nonprofit sector is still unknown. This quantitative study employs a survey research design to investigate the applicability and degree of system thinking implementation in non-governmental organisations (NGOs) that are involved in rehabilitation services in Kerala. System thinking is one of the characteristics of learning organization

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Affaf, Zahra, Zia-ur Rehman Muhammad, and Baig Asia. "Economic or Organisation Perspective?: Triangulation of Workplace Spirituality, Organisational Learning Capacity (OLC) and Organisational Trust." Global Economics Review (GER) III, no. II (2018): 20–33. https://doi.org/10.31703/ger.2018(III-II).03.

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The study examines the relationship between workplace spirituality, organizational learning capacity, and organizational trust. Within the organization, trust plays a significant role in establishing learning capacity. The study is crosssectional in nature with a simple random sampling technique. Information is gathered from Training/learning and OD staff of government and commercial banks operating in Pakistan via selfadministered questionnaires. Data were analyzed through “Structural Equation Modelling (SEM)” and through maximum probability and likelihood. Findings indicate that

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Kumar, S., T. Leary, and S. Hutchinson. "LEARNING ORGANISATION SURVEY - AN ASSESSMENT OF PERCEPTIONS TOWARDS ORGANISATIONAL LEARNING." Intensive Care Medicine Experimental 3, Suppl 1 (2015): A861. http://dx.doi.org/10.1186/2197-425x-3-s1-a861.

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GÖKSEL, Asuman. "Erasmus+ Vasıtasıyla Öğrenen Örgütü Teşvik Etmek: Türkiye’de Gençlik Kuruluşları." Gençlik Araştırmaları Dergisi 10, no. 27 (2022): 15–38. http://dx.doi.org/10.52528/genclikarastirmalari.982763.

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Turkey’s full participation in the European Union’s Education and Youth Programmes (i.e., Erasmus+Programme) since 2004 has been one of the ongoing components of Turkey–EU relations. As indicated bythe Director of the National Agency of Turkey in 2021, the programme has supported 700,000 participantsfrom Turkey in 36,000 projects over the course of 17 years. Youth organisations taking part in the learningmobility opportunities of the youth component of the Erasmus+ programme are just one of the programme’smany beneficiaries.In an effort to perform a theoretical analysis of the effects of Erasm

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Glennon, Russ, Ian Hodgkinson, and Joanne Knowles. "Learning to manage public service organisations better: A scenario for teaching public administration." Teaching Public Administration 37, no. 1 (2018): 31–45. http://dx.doi.org/10.1177/0144739418798148.

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In the context of public value, it is argued that there is a need to adopt the learning organisation philosophy to manage public service organisations better. For collaborative work with public sector managers or in management education, a fictitious scenario is presented to develop the concept of the learning organisation as paradox. Faced with multiple and conflicting demands, public managers find it difficult to change organisational behaviour in response to new knowledge. The scenario demonstrates how learning organisation philosophy can be used to translate new knowledge into new behaviou

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Sønsthagen, Anne Grethe, and Øyvind Glosvik. "‘Learning by talking?’ – The role of local line leadership in organisational learning." Forskning og Forandring 3, no. 1 (2020): 6–27. http://dx.doi.org/10.23865/fof.v3.2124.

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Organisational learning is the topic addressed in this qualitative comparative case study. The purpose is to investigate the role of local line leadership in professional development processes. Two kindergartens participating in the Norwegian national in-service programme Competence for Diversity were studied. A combination of inductive and deductive analyses led us to introduce two dimensions: leading contextual interplay, with proactive and reactive values, and practice development, with fragmented and integrated values. One of the kindergartens appeared to have organised the professional de

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Ariyo, Oluwajuwon G., Emmanuel O. Ajike, Victoria A. Akpa, Idowu A. Nwankwere, and Folorunso Ilesanmi Akande. "The Moderating Effect of Perceived Organisational Support on Learning Organisation and Company Reputation of Small and Medium Scale Enterprisesin Nigeria." JOURNAL OF ECONOMICS, FINANCE AND MANAGEMENT STUDIES 06, no. 05 (2023): 2349–63. https://doi.org/10.5281/zenodo.7997413.

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This work empirically established the moderating effect of perceived organisational support on learning organisation and company reputation in Nigeria’s SMEs. This study employed a quantitative research design with an adopted questionnaire to collect data from the Four Hundred and Seventy-Eight (478) managers or owners of small and medium scales enterprises in Lagos, Nigeria. SmartPLS-SEM 4 was used to analyse the data collected. The results of the structural models showed a significantly positive statistical relationship between learning organisation and company reputation. However, per

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Dr., Manoj Kumar Sharma. "NEEDS OF "HRD CONCEPT" IN BUSINESS MANAGEMENT." International Journal of Human Resource & Industrial Research 3, no. 1 (2016): 43–49. https://doi.org/10.5281/zenodo.10699696.

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<em>HRD is needed by any organisation that wants to be dynamic and growth-oriented or to succeed in a fast-changing environment. Organisations can become dynamic and grow only through the efforts and competencies of their human resources. Personnel policies can keep the morale and motivation of employees high, but these efforts are not enough to make the organisation dynamic and take it in new directions. Employee capabilities must continuously be acquired, sharpened, and used. For this purpose, an “enabling” organisational culture is essential. Even an organisation that has reache

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HM, Manda, and Andi Zainal Abidin. "The Role of Leadership in Managing Information Technology Change and its Impact on Organisational Human Resources." Technology and Society Perspectives (TACIT) 1, no. 3 (2023): 112–21. http://dx.doi.org/10.61100/tacit.v1i3.59.

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The development of information technology (IT) has significantly changed the way organisations operate and communicate. In the digital era, organisations that want to remain competitive and relevant must be able to manage information technology changes well. The purpose of this study is to examine the role of leadership in managing information technology change and its impact on organisational HR. This research is a literature review that utilises qualitative methods, which means that it will analyse and interpret data by utilising information and text derived from various sources. The results

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Franco, Mário, and Joana Almeida. "Organisational learning and leadership styles in healthcare organisations." Leadership & Organization Development Journal 32, no. 8 (2011): 782–806. http://dx.doi.org/10.1108/01437731111183739.

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Campbell, Susanna P. "When Process Matters: The Potential Implications of Organisational Learning for Peacebuilding Success." Journal of Peacebuilding & Development 4, no. 2 (2008): 20–32. http://dx.doi.org/10.1080/15423166.2008.278602713606.

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Despite considerable attention given to professionalising methods and analysing best practices, peacebuilding organisations (i.e. any organisation aiming to impact the causes of peace) continue to have difficulty understanding and demonstrating their collective and individual impact. This article argues that this is in part due to the barriers they encounter in organisational learning. To impact the causes of peace, peacebuilding organisations have to learn what works in each conflict context. To improve their chances at learning, peacebuilding organisations have to measure and understand thei

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Kucharska, Wioleta. "Wisdom from Experience Paradox: Organizational Learning, Mistakes, Hierarchy and Maturity Issues." Electronic Journal of Knowledge Management 19, no. 2 (2021): pp105–117. http://dx.doi.org/10.34190/ejkm.19.2.2370.

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Organisations often perceive mistakes as indicators of negligence and low performance, yet they can be a precious learning resource. However, organisations cannot learn from mistakes if they have not accepted them. This study aimed to explore how organisational hierarchy and maturity levels influence the relationship between mistakes acceptance and the ability to change. A sample composed of 380 Polish employees working in knowledge-driven organisations across various industries was used to examine this phenomenon. Data collection occurred from November to December 2019. Data were analysed thr

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