HRM practices and organisational learning: a critical review and research agenda

Lee, Voon‐Hsien; Ooi, Keng‐Boon; Chong, Alain Yee‐Loong; Tan, Boon In

doi:10.1504/ijil.2011.043099

Cited by 7 publications

(7 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Human resource management practices: Although the developments in the field of human resource management practices are now well established in the literature, there is a need to focus on human resource management issues as firms are entering more dynamic international business markets (Lee, Ooi, Chong & Tan, 2011;Budhwar & Boyne, 2004). A review of literature on human resource management practices reveals extensive studies on organizational performance and effectiveness, but the association between human resource management practices and organizational learning has not been sufficiently covered in the literature (Kong, Chadee & Raman, 2012;Theriou & Chatzoglou, 2008).…”

Section: The Antecedents Of Organizational Learning Capabilitymentioning

confidence: 99%

A Conceptual Framework for Antecedents and Consequence of Organizational Learning Capability

Hashim¹

2013

IMBR

View full text Add to dashboard Cite

In extension of organizational learning study, the concept of organizational learning capability had emerged which stress on the importance of the facilitating factors for organizational learning or the organizational propensity to learn. Despite its recognized importance in the literature, little research has been devoted to the research centered on the related factors that could contribute to its development. Factors such as human resource management practices and leadership are identified as the strong predictor of organizational learning. There are also little attention has been given to relate organizational learning with organizational commitment, thus more research is required to analyze the relationships between organizational learning and issues concerning employees, such as organizational commitment. Thus this paper proposed the integration of human resource management practices, servant leadership, organizational learning capability and organizational commitment in a conceptual framework for future research.

show abstract

Section: The Antecedents Of Organizational Learning Capabilitymentioning

confidence: 99%

A Conceptual Framework for Antecedents and Consequence of Organizational Learning Capability

Hashim¹

2013

IMBR

View full text Add to dashboard Cite

show abstract

“…OL can be defined as firms' efforts and abilities to preserve or improve their performance according to their previous experiences (Lee et al, 2011). OL can be considered as a process through which individuals, groups, teams, communities and the organization itself learn (Chahal et al, 2016).…”

Section: Organizational Learningmentioning

confidence: 99%

“…According to the declarations of researchers, organizational learning (OL) can lead to competitive advantage but cannot be easily replicated, imitated and transferred because it is multidimensional and idiosyncratic and competitive (Perez Lopez et al, 2005). In other words, to be able to survive and gain an edge in such a challenging environment, firms need to be continuous learning, to create, share, disseminate and institutionalize tacit knowledge which is rare and valuable (Cho et al, 2013;Lee et al, 2011;Chahal et al, 2016).…”

Section: Introductionmentioning

confidence: 99%

“…However, empirical studies that examine the relationship between OC and OL are relatively scant (Cho et al, 2013), and the study of how learning atmospheres are Organizational culture and organizational learning 583 fostered by OC may be useful. Moreover, in the past few decades, researchers also have examined the human resource (HR) systems of organizations and related these systems to measures of OL (Chahal et al, 2016;Hu et al, 2016;Lee et al, 2011;L opez-Cabrales et al, 2011;Perez Lopez et al, 2005). It has been argued that there are a number of HR activities that are particularly relevant to the promotion of learning (Hu et al, 2016;Lee et al, 2011).…”

Section: Introductionmentioning

confidence: 99%

“…Moreover, in the past few decades, researchers also have examined the human resource (HR) systems of organizations and related these systems to measures of OL (Chahal et al, 2016;Hu et al, 2016;Lee et al, 2011;L opez-Cabrales et al, 2011;Perez Lopez et al, 2005). It has been argued that there are a number of HR activities that are particularly relevant to the promotion of learning (Hu et al, 2016;Lee et al, 2011). Nevertheless, it is still not clear how HR systems affect the specific organizational capabilities like OL that contribute to improved firm performance.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Organizational culture and organizational learning: does high performance work systems mediate?

Shahriari¹,

Allameh²

2020

JWL

View full text Add to dashboard Cite

Purpose The primary purpose of this study is to examine the effect of organizational culture (OC), that is, group, developmental, hierarchical and rational culture on organizational learning (OL) of employees in electricity distribution companies of Isfahan province. Further, the role of the high-performance work system (HPWS) as a mediator between OC and OL has also been explored. Design/methodology/approach Questionnaire survey method has been used for data collection, and data analysis was completed through a two-stage partial least squares structural equation modeling technique. At the first stage, the measurement model was examined for construct validity and reliability, whereas at the second stage, the structural model and by implication the research hypotheses were tested. Findings Results indicate that OC positively affects OL. Further, HPWS act as a mediating variable between OC and OL. Originality/value The findings contribute to the existing literature by demonstrating the mediating role of HPWS in the relationship between OC and learning.

show abstract

Role of HR interventions in enhancing employee creativity and organizational innovation: an empirical study

Chaubey

Sahoo

2019

ICT

View full text Add to dashboard Cite

Purpose The purpose of this paper is to investigate the influence of HR interventions (rewards and incentives, training, organisational learning) on employee creativity to enhance organisational innovation in connection to the Indian automobile industries. Design/methodology/approach The study examined 258 valid responses of middle-level and top-level executives working in four wheeler automobile manufacturing units, and research and development units constituted in Southern India. The hypothesised model’s validity was tested through structural equation modelling (SEM). The confirmatory factor analysis established the reliability and validity of the dimensions and the related hypotheses were tested by using SEM. Findings The findings illustrate that HR interventions have an impact on employee creativity which helps in enhancing organisational innovation. Originality/value The research is unique in its attempt to measure the creativity of an individual for organisational innovation by combining the existing scales of employee creativity. The paper contributes to the HR literature by incorporating HR interventions and employee creativity into a research model that enhances organisational innovation.

show abstract

HRM practices and organisational learning: a critical review and research agenda

Cited by 7 publications

References 0 publications

A Conceptual Framework for Antecedents and Consequence of Organizational Learning Capability

A Conceptual Framework for Antecedents and Consequence of Organizational Learning Capability

Organizational culture and organizational learning: does high performance work systems mediate?

Role of HR interventions in enhancing employee creativity and organizational innovation: an empirical study

Contact Info

Product

Resources

About