Organizational Learning Capacity in Cargo Industry

Serinkan, Celalettin; Kiziloglu, Mehmet; Akcit, Volkan; Enli, Pınar

doi:10.1016/j.sbspro.2014.01.881

Cited by 4 publications

(6 citation statements)

References 28 publications

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“…Human factor is the most important factor to create learning organizations. If people are diligent to improve themselves and given the opportunity to practice what has been learned to pass his career, it can be said that organizations have started to become a learning organization ( Serinkan et al, 2014 ). Although there is a general recognition in the literature that training improves a firm’s performance, empirical research does not always provide evidence to support this effect.…”

Section: Discussionmentioning

confidence: 99%

“…Some researchers argue in general that organizational learning is conducive to companies performing well in the competitive environment of today’s business world. Organizational learning can be defined as the development of new knowledge that has the potential to influence an organization’s behavior ( Serinka et al, 2014 ). In the last two decades, the concept of organizational learning grew in academic publications as itself, and as a process of knowledge management ( Patricia et al, 2013 ).…”

Section: Introductionmentioning

confidence: 99%

“…Furthermore they should always investigate and implement better systems to use at work. Great learning atmosphere must be established and organizations should encourage employees continuously ( Serinkan et al, 2014 ).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Learning Organization Profile of Educational Hospitals in Iran: Practice of Organizational Interlocking Systems

Mohebbifar¹,

Hashemi²,

Rajaee³

et al. 2015

GJHS

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Background:Organizational learning has been identified as necessary for different organizations to improve their performance in the changing and competitive environment.Purpose:The main purpose of this research was to specify the learning organization profile of educational and health centers of Tehran and Qazvin Universities of Medical Sciences in Iran.Methodology:The present research was conducted using a cross-sectional method in the academic year of 2013-2014. A staff of 530 from educational hospitals subordinated to Tehran and Qazvin universities of medical sciences participated in the research. The participants were selected using stratified random sampling. That is to say, a random sample of a proportionate size was selected from each hospital. The instrument for data collection was a Likert-scale questionnaire involving 50 items. The statistical techniques of ANOVA, t-test, Chi-square, correlation coefficients (Pearson and Spearman), and regression were utilized to analyze the data. All of them were performed using the Statistical Package for Social Sciences (SPSS) 16.0 for windows.Result:The results indicated that 449 of participants (84.7%) had a B.S. degree and 78 of them (14.7%) had an M.S. or a Ph.D. degree. Among the fivefold dimensions of “Learning Organization” model (Learning, Organization, People, Knowledge, and Technology) in comparison of the two universities, the “people” dimension was the highest-rated dimension with the mean rating of 25.71±8.36 and the “learning” dimension was the lowest-rated dimension with the mean of 25.35±8.04. Comparison between the two universities yielded the result that educational hospitals in Tehran University of medical sciences with the rating of 126.56 had a more complete profile than that of educational hospitals in Qazvin university of medical sciences with the rating of 122.23.Conclusion:The hospitals of the two above-mentioned universities were, to a great extent, far from the characteristics of Learning Organization. In light of the massive mission of these centers to maintain and improve the community health and to train the skilled labor force, the centers should embark on updating the data and institutionalizing learning. Furthermore, to modify staff’s behavior and performance and to achieve their goals, they should accentuate the importance of acquiring, creating, and transferring knowledge.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Learning Organization Profile of Educational Hospitals in Iran: Practice of Organizational Interlocking Systems

Mohebbifar¹,

Hashemi²,

Rajaee³

et al. 2015

GJHS

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“…Likewise, Kitapçi and Çelik (2014) defined OL as the ability to develop new knowledge and improve existing knowledge. For their part, Serinkan et al (2014) conceptualized OL as an iterative and dynamic process that occurs when new knowledge is assimilated and put to use (feedback), thus improving intellectual capacity and knowledge transfer in all members of a company. In this regard, Sepúlveda-Rivillas et al (2022) emphasized the importance of strengthening the relationship between intellectual capital and KM, as this has an impact on the development of companies.…”

Section: Knowledge Managementmentioning

confidence: 99%

Gestión del conocimiento en 10 empresas colombianas siguiendo el modelo Nonaka y Takeuchi: estudio de casos múltiples entrelazados

et al. 2023

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The Knowledge Management (KM) process is presented through the three components of the Nonaka-Takeuchi theory, using the methodology of intertwined multiple case studies on a sample of 10 Colombian companies: Five Large Businesses (LBs) and Five Small and Medium-sized Businesses (SMBs). The objective was to determine the level of KM and compare both sample groups, based on the three components of the theory: the four modes (4MDs), five conditions (5CDs), and five phases (5PSs). The main findings show that, in the 4MDs of converting knowledge from tacit to explicit, the five SMBs scored higher than the five LBs. Likewise, the results show that the 10 businesses carry out the necessary KM actions to prevent created knowledge from easily disappearing over time. Finally, the study found, based on the analysis of the knowledge spiral, that the five SMBs manage knowledge more in line with the theory than the five LBs.

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“…Konsep pembelajaran organisasi pertama kali muncul pada tahun 1970-an didefinisikan untuk melihat kesalahan dan memperbaikinya (Argyris, 1999). Daft dan Weick (dalam Serinkan et al, 2014), kegiatan pembelajaran organisasi direalisasikan melalui karyawan kepada karyawan yang lain. Pembelajaran organisasi adalah proses dimana karyawan berpotensi mempengaruhi kemampuan dan perilaku karyawan yang lain dengan menggunakan pengalaman bersama serta menggunakan pemahaman terhadap perkembangan informasi baru (Sange, 2010).…”

Section: Latar Belakangunclassified

Peran Keterlibatan Karyawan, Lingkungan Kerja dan Pembelajaran Organisasi Terhadap Komitmen Organsisasi

Nababan¹,

Simanjuntak²,

Pane³

2022

JBM UNMERMLG

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This research aims to find out the effect of employee engagement, work environment, and organizational learning on the organization's commitment to manufacturing companies in The East Jakarta Industrial Park (EJIP) Bekasi Industrial Estate. This research is with a quantitative approach, and this type of research is explanatory research. The study was conducted on 17 manufacturing companies in the EJIP Bekasi industrial area with a population of 2757 employees with a sample of 350 respondents. Data processing uses SPSS and Structural Equation Modeling (SEM) programs with Lisrel software. The results showed that employee involvement in the company has a positive and significant effect on organizational commitment. The work environment has a positive and significant on employee commitment. Organizational learning has a positive and significant on organizational commitment. This research advice, the company engages employees in various tasks will provide an opportunity to optimize its potential and will add a sense of belonging to the company. Improvements in the physical and non-physical work environment, create a calm and conducive work atmosphere to increase organizational commitment. Likewise, the application of organizational learning for employees needs to improve their knowledge, skills, and expertise. Leaders need to support organizational learning for employees. They have a self-development program and increase the organization's commitment.

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Organizational Learning Capacity in Cargo Industry

Cited by 4 publications

References 28 publications

Learning Organization Profile of Educational Hospitals in Iran: Practice of Organizational Interlocking Systems

Learning Organization Profile of Educational Hospitals in Iran: Practice of Organizational Interlocking Systems

Gestión del conocimiento en 10 empresas colombianas siguiendo el modelo Nonaka y Takeuchi: estudio de casos múltiples entrelazados

Peran Keterlibatan Karyawan, Lingkungan Kerja dan Pembelajaran Organisasi Terhadap Komitmen Organsisasi

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