Organizational learning in Indian organizations: a strategic HRM perspective

Abstract

Purpose

The purpose of this study is to analyze the role of organizational learning and strategic human resource management (HRM) in sustainable competitive advantage.

Design/methodology/approach

To carry out the present study, the survey method has been used. The empirical research was done on a random sample of 300 line or human resource (HR) managers from nine Indian and foreign global organizations, chosen purposefully from New Delhi (the national capital region of India). Percentages, means, cross tabulation, Pearson's correlation, one‐way analysis of variance, inter‐item analysis and Cronbach alpha were used for data analysis using SPSS package 10.

Findings

The study reveals that there is a positive relationship between organizational learning, strategic HRM and sustainable competitive advantage.

Research limitations/implications

Large samples from different Indian companies, especially middle‐ and small‐scale industries, and longitudinal studies with qualitative and quantitative research design can strengthen the current study.

Practical implications

The study recommends that work‐based learning strategies and HR interventions involving people can help in developing strategic capabilities for sustainable competitive advantage.

Originality/value

No empirical work has been carried out to study organizational learning, strategic HRM and sustainable competitive advantage in an Indian context. The present study was thus undertaken to study their relationship for sustainable competitive advantage. The study is going to be of immense importance not only for the management field, but also for the corporate world to know what is happening in India in the HRM and organizational learning field and to chalk out their strategic policies and HRM with this perspective.

Citation

Khandekar, A. and Sharma, A. (2005), "Organizational learning in Indian organizations: a strategic HRM perspective", Journal of Small Business and Enterprise Development, Vol. 12 No. 2, pp. 211-226. https://doi.org/10.1108/14626000510594610