Saadat, V., & Saadat, Z. (2016). Organizational learning as a key role of organizational success. Procedia-Social and Behavioral Sciences, 230 , 219-225.
Saadat and Saadat (2016) state that knowledge is power and businesses are advised to apply the theory of organizational learning as their strategic tool of learning the competitive nature of business. Over the years, many organizations have come to appreciate the importance of organizational learning in all development levels. The theory has proved to be beneficial to the overall performance of the business and its success in the market.
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This article connects with the topic because it defines the primary purpose of learning and what organizational learning is all about. The primary role of learning is directed to empowering and enhancing the skills and knowledge of the employees. As a result, this practice aids in overall business growth while developing a flexible and dynamic learning environment. Organizational learning is considered a continuous process that involves the collection, interpretation, and practical use of information.
Andjelkovic, O., & Boolaky, M. (2015). Organizational learning: A case study of an international non-profit organization. International Journal of Business Administration , 6(2), 124-137. doi: https://doi.org/10.5430/ijba.v6n2p124
According to a study by Andjelkovic & Boolaky (2015), the concepts of organizational learning have continued to be debated and studied by different scholars worldwide for a long time now. The research aimed at analyzing how organizational learning impacts the non-profit organization in terms of employees' working environment and operations using a case study approach. The study results indicated that the employees are aware of organizational learning, and they are highly willing to learn and share more knowledge as they grow.
The article connects to the topic since learning is mostly individually driven in respective fields. Many employees feel the need to stay updated and competitive. Well-informed employees in any institution will tend to work according to the organization's mission and vision, thus leading to better performances.
Park, S., & Kim, E. J. (2018). Fostering organizational learning through leadership and knowledge sharing. Journal of Knowledge Management, 22(6), 1408-1423. https://doi.org/10.1108/JKM-10-2017-0467.
Park and Kim (2018) embarked on studying the connection between organizational learning, interpersonal trust, and transformational leadership. Their results ruled out that transformational leadership has a significant impact on organizational learning as well as interpersonal trust. The results were based on a sample taken from a Korean manufacturing company which was comprised of 209 participants.
The article is essential to the topic since it explains how leadership impacts organizational and the working environment. A good working environment makes workflow efficient hence outstanding results. The article will be helpful non-profit organizations to adopt transformational leadership since it the best way of enhancing knowledge sharing climate, interpersonal trust, as well as organizational learning and behavior of the workers.
Pham, L. T., & Hoang, H. V. (2019). The relationship between organizational learning capability and business performance. Journal of Economics and Development, 21 (2), 259-269.
Pham and Hoang (2019) conducted a case study on Vietnam firms to examine the existing relationship between overall business performance and organizational learning capability. The study involved a specified sample of 160 Master of Business Administration learners working in various organizations in Vietnam. The results of the study indicated that there is a positive linkage that connects organizational learning competence to business performance.
The connection of this article to the paper is how it uses the case of Vietnam firms to show how organizational learning impacts an organization's overall performance. Businesses that have adopted this theory showed improved performance, especially in terms of knowledge transfer and integration. Firms are encouraged to utilize organizational learning if they want to improve their performance and success in the market that is nowadays highly competitive.
Hanaysha, J. (2016). Testing the effects of employee engagement, work environment, and organizational learning on organizational commitment. Procedia-Social and Behavioral Sciences, 229 (8), 289-297.
Using higher educational institutions, Hanaysha (2016) established a significant connection between work engagement, work environment and organizational learning. The results were gathered from a sample of 242 workforces via an online survey from public universities in Northern Malaysia. The findings from the survey indicated that employee engagement portrayed a positive impact on organizational commitment. The condition of the working environment also showed a positive impact on organizational commitment.
The article proves that commitment is essential and that it is highly enhanced by organizational learning. Commitment plays a considerable role in ensuring competitiveness and increased overall performance. Currently, the world is becoming unpredictable, and learning from past mistakes and success is required to ensure sustainability. Hanaysha (2016) added that higher learning institutions need to focus on a continuous organizational learning strategy through training programs and teamwork.
Hannula, O., & Harviainen, J. T. (2018, July). User perceptions of design games as settings for organizational learning: Case Topaasia. Politecnico di Milano . https://ep.liu.se/ecp/150/034/ecp18150034.pdf
Organizational learning in an institution can be enhanced using various ways such as usage of design games, according to Hannula and Harviainen (2018). Design games usually create a collaborative environment that allows the collection and sharing of information. The authors conducted the following research using Topaasia, a design game that enhances co-developmental practices in an organization. The results indicated that the game increased the employees' commitment to participate in the game and dialogue as well as the implementation of new ideas, which is a good indication of expansive learning taking place.
The article connects to the paper in that it explains the importance of organizational learning and explores ways of enhancing it. Through this game, the possibility of sharing what they know and appreciation of other people's ideas is also increased. Therefore, companies are advised to consider using design games such as Topaasia to improve their organizational learning processes.
Tortorella, G. L., Vergara, A. M. C., Garza-Reyes, J. A., & Sawhney, R. (2020). Organizational learning paths based upon industry 4.0 adoption: An empirical study with Brazilian manufacturers. International Journal of Production Economics, 219 , 284-294. https://doi.org/10.1016/j.ijpe.2019.06.023
Another case study by Tortorella et al. (2020) focused on Brazilian manufacturers intending to examine the organizational paths based upon industry 14.0 adoption. The data was gathered from a total of 135 organizations that had already migrated to the digital sphere towards the fourth industrial revolution era. The findings indicated that, indeed, learning capabilities in any organization positively mediates the impact on 14.0 technologies, enabling higher performance at all levels.
The article is significant because it explains that learning at all levels is crucial whether 14.0 technologies are there or not. 14.0 are fast and reliable, but much success and greater benefits are experienced by companies that consider learning and sharing knowledge in addition to 14.0, which means that organizational learning is more important.
Gomes, G., & Wojahn, R. M. (2017). Organizational learning capability, innovation and performance: a study in small and medium-sized enterprises (SMEs). Revista de Administração (São Paulo), 52 (2), 163-175.
On the other hand, Gomes and Wojahn (2017) conducted a case study that involved examining organizational learning capacity, innovation, and performance in small businesses. The researchers aimed at exploring the effects of organizational learning on innovation and performance from a sample of 92 small and medium-sized companies. The study's findings showed that there is a positive influence on innovative performance in small businesses but not so much to tell on organizational performance.
This article is essential since it adds that sharing of knowledge encourages innovation hence improving performance. Additionally, the authors also encourage future studies to evaluate all the factors that contribute to organizational performance in small businesses in relation to organizational learning.
Antunes, H. D. J. G., & Pinheiro, P. G. (2020). Linking knowledge management, organizational learning and memory. Journal of Innovation & Knowledge, 5(2), 140-149.
According to Antunes and Pinheiro (2020), there is a strong connection between knowledge management, organizational learning, and memory. They conducted research that looked into different cases of about 2511 scientific journals between 1960 and 2017. They came up with an understanding that translated organizational learning as a continuous process based on knowledge, which translates into all levels of activity.
The article connects with the paper in the sense that it requires the collaboration of HRM to encourage knowledge in an institution. Additionally, the paper also conquered that the connection between organizational memory and organizational learning comes from organizational learning. This generally means that organizational memory is arises from organizational learning.
Baxter, D., Colledge, T., & Turner, N. (2017). A study of accountability in two organizational learning frameworks: Why accountability for learning is critical. European Management Review, 14(3), 319-332.
Baxter, Colledge, and Turner (2017) also researched organizational learning where they were examining its relationship with accountability through a case study with the UK Royal Air Force (RAF). The results indicated both negative and positive effects on different organizational learning systems. Employees who are accountable to hierarchy are not preventing learning but are instead promoting effective learning.
The article is important because it explains the role of accountability in organizational learning. It details that employees are more likely to report problems and take effective measures if they are accountable to their leaders, which promotes organizational learning. However, they also discovered that accountability negatively affects learning if it conflicts with the learning objectives.
References
Andjelkovic, O. & Boolaky, M. (2015). Organizational learning: A case study of an international non-profit organization. International Journal of Business Administration, 6 (2), 124-137. doi: https://doi.org/10.5430/ijba.v6n2p124
Antunes, H. D. J. G., & Pinheiro, P. G. (2020). Linking knowledge management, organizational learning and memory. Journal of Innovation & Knowledge, 5 (2), 140-149.
Baxter, D., Colledge, T., & Turner, N. (2017). A study of accountability in two organizational learning frameworks: Why accountability for learning is critical. European Management Review, 14 (3), 319-332.
Gomes, G., & Wojahn, R. M. (2017). Organizational learning capability, innovation and performance: a study in small and medium-sized enterprises (SMEs). Revista de Administração (São Paulo), 52 (2), 163-175.
Hanaysha, J. (2016). Testing the effects of employee engagement, work environment, and organizational learning on organizational commitment. Procedia-Social and Behavioral Sciences, 229 (8), 289-297.
Hannula, O., & Harviainen, J. T. (2018, July). User perceptions of design games as settings for organizational learning: Case Topaasia. Politecnico di Milano . https://ep.liu.se/ecp/150/034/ecp18150034.pdf
Park, S., & Kim, E. J. (2018). Fostering organizational learning through leadership and knowledge sharing. Journal of Knowledge Management, 22 (6), 1408-1423. https://doi.org/10.1108/JKM-10-2017-0467.
Pham, L. T., & Hoang, H. V. (2019). The relationship between organizational learning capability and business performance. Journal of Economics and Development, 21 (2), 259-269.
Saadat, V., & Saadat, Z. (2016). Organizational learning as a key role of organizational success. Procedia-Social and Behavioral Sciences, 230 , 219-225.
Tortorella, G. L., Vergara, A. M. C., Garza-Reyes, J. A., & Sawhney, R. (2020). Organizational learning paths based upon industry 4.0 adoption: An empirical study with Brazilian manufacturers. International Journal of Production Economics, 219 , 284-294. https://doi.org/10.1016/j.ijpe.2019.06.023
