Organizational learning, knowledge management practices and firm’s performance

Abstract

Purpose – The study aims at investigating the impact of organizational learning (OL) on the firm’s performance and knowledge management (KM) practices in a heavy engineering organization in India. Design/methodology/approach – The data were collected from 205 middle and senior executives working in the project engineering management division of a heavy engineering public sector organization. The organization manufactures power generation equipment. Questionnaires were administered to collect the data from the respondents. Findings – Results were analyzed using the exploratory factor analysis and multiple regression analysis techniques. The findings showed that all the factors of OL, i.e. collaboration and team working, performance management, autonomy and freedom, reward and recognition and achievement orientation were found to be the positive predictors of different dimensions of firm’s performance and KM practices. Research limitations/implications – The implications are discussed to improve the OL culture to enhance the KM practices so that firm’s performance could be sustained financially or otherwise. The study is conducted in one division of a large public organization, hence generalizability is limited. Originality/value – This is an original study carried out in a large a heavy engineering organization in India that validates the theory of OL and KM in the Indian context.

Green Knowledge Sharing, Stakeholder Pressure, Absorptive Capacity, and Green Innovation: Evidence from Chinese Manufacturing Firms

“…Finally, we contribute to the organizational learning theory. The indirect research stream of organizational learning theory lacks strong empirical support (Jain & Moreno, ). Answering the call to broaden the perspectives with which to evaluate (absorptive capacity) and situate (stakeholder pressure) organizational learning (Yu, Jacobs, Salisbury, & Enns, ), this study is one of the first to reveal that the complementarities of organizational learning and stakeholder pressure indirectly influence green innovation via absorptive capacity.…”

“…Finally, this study contributes to organizational learning theory by substantiating the theoretical assertions that learning contributes to performance not directly but rather through the effective utilization of new knowledge resulting from learning (March, ). As this indirect research stream lacks strong empirical support (Calisir, Gumussoy, & Guzelsoy, ; Jain & Moreno, ), this study reveals, for the first time, that the complementary efforts of green knowledge sharing and stakeholder pressure indirectly influence green innovation via absorptive capacity.…”

Current status and promising directions for research on the learning organization

“…A few of the DLOQ studies reviewed explicitly addressed the common method variance issue when using this instrument (see Podsakoff, Mackenzie, Lee, & Podsakoff, 2003). Most of these studies conducted a Harman onefactor analysis (Jain & Moreno, 2015;Wang & Yang, 2007;Weldy & Gillis, 2010) to control common method bias, while one study examined the correlations together with construct validity (Park et al, 2014). Among these studies, only Weldy and Gillis (2010) voiced a concern in interpreting their results.…”

Influence of knowledge management critical success factors on organizational performance in Nigeria construction industry

“…KMS is that system created to enhance the acquisition, creation, capturing, storing and reusing of available knowledge. KMS and KM holistically combine technical and organizational solution to attained the goals of storing knowledge and reuse in ultimately improving organizational performance and individual decision making (Jain et al, 2015). CSF of knowledge management is the activities, technique and processes that should be addressed for successful implementation of KM in the organization.…”