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Autor/inn/enChatterjee, Aindrila; Pereira, Arun; Bates, Reid
TitelImpact of Individual Perception of Organizational Culture on the Learning Transfer Environment
QuelleIn: International Journal of Training and Development, 22 (2018) 1, S.15-33 (19 Seiten)Infoseite zur Zeitschrift
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Spracheenglisch
Dokumenttypgedruckt; online; Zeitschriftenaufsatz
ISSN1360-3736
DOI10.1111/ijtd.12116
SchlagwörterOrganizational Culture; Transfer of Training; Employee Attitudes; Work Environment; Feedback (Response); Coaching (Performance); Supervisor Supervisee Relationship; Peer Relationship; Social Support Groups; Sanctions; Resistance to Change
AbstractThis research is an empirical study of the relationship between organization culture, as perceived by employees, and the work-environment-related learning transfer factors in organizations, which we call learning transfer environment (LTE). To measure perceptions of organization culture, we use the Organizational Culture Assessment Instrument and categorize organizations as clan, adhocracy, market or hierarchy. To measure LTE, we use a subset of the Learning Transfer System Inventory items, including items such as feedback and coaching received, supervisor and peer support, supervisor reprimand, resistance or openness to change and personal outcomes (positive/negative). Our results reveal that many of the LTE factors are systemically related to perceptions of organization culture type. Some organization culture types support certain learning transfer factors more than others. Specifically, flexible organizations (defined as predominantly clan and/or adhocracy cultures) have a more supportive LTE than stable organizations (defined as predominantly market and/or hierarchy cultures). (As Provided).
AnmerkungenWiley-Blackwell. 350 Main Street, Malden, MA 02148. Tel: 800-835-6770; Tel: 781-388-8598; Fax: 781-388-8232; e-mail: cs-journals@wiley.com; Web site: http://www.wiley.com/WileyCDA
Erfasst vonERIC (Education Resources Information Center), Washington, DC
Update2020/1/01
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