An exploratory investigation of learning culture theory and employee participation in decision making

Abstract

Schein's theory (1992) implies that in an organization with a "learning culture" employees must participate in decision-making activities. This study explores the proposition that there is a relationship between employee participation in decision making and organizational learning culture (OLC). Qualitative data were used to rate four organizations on the characteristics of OLC, and quantitative data on participation in decision making were collected from ninety-seven rank-and-file employees across these four organizations. Results of a regression analysis did not strongly support this proposal, indicating that there is not a significant predictive value of participation in decision making on OLC. Suggestions for future research in light of this finding are offered.A large body of literature has been devoted to learning organizations and how they can be created (

Transformational leadership and ambidexterity in the context of an acquisition

“…The construct of a learning culture is still in flux, but three social dimensions are consistently highlighted as values of cultures that favor learning: psychological safety (Edmondson, 1999;Lipshitz, Friedman, & Popper, 2007), openness to diversity of opinion (Baker & Sinkula, 1999;Hurley & Hult, 1998;Tagger, 2002;Woodman, Sawyer, & Griffin, 1993;Yang, 2003), and participation in decision making (Hedberg, 1981;Hurley & Hult, 1998;Thompson & Kahnweiler, 2002;Woodman et al, 1993). Other less widelyaccepted learning culture values were not included in our model because they were not significant in prior empirical studies (e.g.…”

“…Surprisingly, empirical studies validating the dimensions of a learning culture are rare (two exceptions being Thompson &Kahnweiler, 2002, andYang, 2003). We use Schein's conceptualization as theoretical grounding and build also on other studies of cultures that support learning or have a learning orientation.…”

Empirical Assessment of the Link Between Participatory Decision-Making and Firm Performance in Nigeria

“…Steel and Lloyd (1988) suggest that employee involvement or participatory decision-making does influence organisational commitment, job satisfaction, and effectiveness. Vanderberg et al (1999) and Thompson (2002) suggest that participatory decision-making lowers employee turnover, lowers absenteeism, enhances work attitudes, raises individual work performance, and increases returns on equity, and improves organisational learning culture. Employees want to be involved in the decision-making process in their organisation (Faiello, 2000).…”

The Role of Organizational Citizenship Behavior and Rewards in Strategy Execution Effectiveness

“…Opportunities to participate in decision making also provide subordinates with greater intrinsic rewards from work (Conger & Kanungo, 1988). As such, participative leadership behaviour is as an effective means of motivating 13 employees to perform desired behavior (Han et al,2010) providing employees with role expanding opportunities through their being granted greater voice in areas of organizational performance (Thompson & Kahnweiler, 2002). Participative leader behavior can enhance MMs' sense of fairness and trust in the organization (Fahr, Podsakoff, & Organ, 1990) and implies an informal contract between employee and organization.…”