Organisational Learning and Performance--An Empirical Study

Autor/inn/en	Jyothibabu, C.; Pradhan, Bibhuti Bhusan; Farooq, Ayesha
Titel	Organisational Learning and Performance--An Empirical Study
Quelle	In: International Journal of Learning and Change, 5 (2011) 1, S.68-83 (16 Seiten)Infoseite zur Zeitschrift PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	1740-2875
DOI	10.1504/IJLC.2011.041872
Schlagwörter	Foreign Countries; Organizational Development; Workplace Learning; Organizational Culture; Industry; Least Squares Statistics; Hypothesis Testing; Energy; Staff Development; Administrators; Productivity; Management Development; India + Suchen Sie Ihr Suchwort? Ausland; Organisationsentwicklung; Unternehmenskultur; Industrie; Hypothesenprüfung; Hypothesentest; Energie; Personnel development; Personalentwicklung; Produktivität; Indien
Abstract	This paper explores the important question "how the learning entities--individual, group or organisation--are affecting organisational performance". The answer is important for promoting learning and improving performance. This empirical study in the leading power utility in India found that there is a positive relation between individual- and organisational-level learning and organisational performance. However, a direct relation between group-level learning and organisational performance is not strong. It is the organisational-level learning that is critically important to performance. Hence, there is a need for special emphasis by organisations on formal (forms, rules, procedures, policies, technologies, physical structure of the workplace or work processes) and informal (culture, beliefs and paradigms) mechanisms to enhance organisational-level learning, hence performance. (Contains 1 figure and 1 table.) (As Provided).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2017/4/10