This study aims to introduce adaptive performance as an organizational performance dimension and examine the possible dynamics between the dimensions of a learning organization…
Abstract
Purpose
This study aims to introduce adaptive performance as an organizational performance dimension and examine the possible dynamics between the dimensions of a learning organization and adaptive performance.
Design/methodology/approach
This study used a survey and applied factor analysis and structural equation modeling analysis.
Findings
The results supported adaptive performance as an organizational performance dimension. Also, the findings of this study empirically proved that perceived knowledge and adaptive performance mediate the positive relationship between a learning organization and perceived financial performance.
Research limitations/implications
In addition to the current Dimensions of a Learning Organization Questionnaire (DLOQ) studies, this study revealed that adaptive performance, one of the nonfinancial outcomes improved by learning, had a significant effect on financial performance. Also, this study provided evidence of the additional construct validity of the DLOQ, particularly its performance measures.
Practical implications
This study advises practitioners to take a close look at how learning and organization development activities improve organizational performance overall.
Originality/value
This study supported a claim that learning and organization development activities in organizations have a strong potential to induce variance in intangible performance.
Details
Keywords
Kyoungshin Kim, Karen E. Watkins and Zhenqiu (Laura) Lu
The purpose of this study is to examine the relationships among a learning organization, knowledge and financial performance using the Dimensions of the Learning Organization…
Abstract
Purpose
The purpose of this study is to examine the relationships among a learning organization, knowledge and financial performance using the Dimensions of the Learning Organization Questionnaire and its abbreviated version.
Design/methodology/approach
This study used a secondary data set and performed second-order factor analysis and structural equation modeling for testing the proposed relationships.
Findings
The study found that a learning organization has a positive effect on knowledge performance; knowledge performance has a positive effect on financial performance; and knowledge performance fully mediates the relationship between a learning organization and financial performance.
Research limitations/implications
This study contributes to validating the current dimensionality of the theoretical framework of a learning organization proposed by Watkins and Marsick (1993, 1996) and offers a valid conceptual framework of the relationship among the learning culture and organizational performance dimensions.
Practical implications
This study re-stresses the significance of the learning and knowledge generated by the human resources of an organization and developed by human resource development practitioners.
Originality/value
This study is valuable to human resource development scholars and practitioners interested in improving and measuring organizational performance.
Details
Keywords
Teresa Rebelo, Paulo Renato Lourenço and Isabel Dórdio Dimas