The effect of learning organization culture on the relationship between interpersonal trust and organizational commitment

Song, Ji Hoon; Kim, Hong Min; Kolb, Judith A.

doi:10.1002/hrdq.20013

Cited by 74 publications

(48 citation statements)

References 64 publications

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“…Following previous studies (e.g., Liu, Luksyte, Zhou, Shi, & Wang, ; Song, Kim, & Kolb, ), we estimated the effect sizes of the SEM path model by using R 2 (the total variance explained by predictors). Overall, our model explained 34% of total variance in personal accomplishment.…”

Section: Resultsmentioning

confidence: 99%

The double‐edged sword of coaching: Relationships between managers' coaching and their feelings of personal accomplishment and role overload

She

Bingqing

et al. 2019

Human Resource Dev Quarterly

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Attention to the effects of managerial coaching usually focuses on subordinates. However, knowledge of the impact of coaching on the coaches is limited. Drawing upon conservation of resources theory, this study examined the extent to which coaching has benefits and costs for managers who spend time and energy coaching their subordinates. Structural equation modeling results from a multisource, time-lagged survey showed that managerial coaching rated by team members affected managers' self-ratings of job attitudes through a dual-path model. Managerial coaching was positively related to managers' personal accomplishment, which had a subsequent positive effect on their job satisfaction. However, coaching also heightened managers' role overload, thus resulting in their work fatigue. In addition, results showed that managers who reported lower (versus higher) perceived organizational support tended to experience lower (versus higher) personal accomplishment and higher (versus lower) role overload associated with coaching. Implications for theory and practice are discussed.

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Section: Resultsmentioning

confidence: 99%

The double‐edged sword of coaching: Relationships between managers' coaching and their feelings of personal accomplishment and role overload

She

Bingqing

et al. 2019

Human Resource Dev Quarterly

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“…One of the key factors identified by Song, Kim, and Kolb (2009) is interpersonal trust. That encourages the dissemination of knowledge and the desire to participate in collaborative practices, enriching the continuous learning process.…”

Section: Ol and Hrm Practicesmentioning

confidence: 99%

Method for assessing human resources management practices and organisational learning factors in a company under lean manufacturing implementation

Tortorella

Fogliatto

2014

International Journal of Production Research

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The implementation of lean production systems is deemed essential for companies that wish to obtain high levels of competitiveness. There are several examples in the literature discussing the adoption of lean roadmaps; however, since such maps emphasise technical factors of lean change, the organisational learning (OL) process and human resources management (HRM) practices tend to be neglected. This article presents a method for assessing the impact of HRM practices and OL factors in a company under lean implementation. The method incorporates concepts of HRM and OL into lean implementation roadmaps, enabling a maturity analysis regarding dimensions of OL at different contextualisation levels, and allowing the proposition of improvements in HRM practices. The proposed method is illustrated in a case study from the automotive parts manufacturing sector.

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“…Next, studies examined the effects of dimensions of a learning organization on attitudes or behaviors, such as organizational commitment, job satisfaction, interpersonal trust, innovative behavior, or work engagement (Dirani, 2009;Egan, Yang, & Bartlett, 2004;Joo & Shim, 2010;Park, Song, Yoon, & Kim, 2014;Pool & Pool, 2007;Song, Kim, & Kolb, 2009).…”

Section: Dloq Studiesmentioning

confidence: 99%

Current status and promising directions for research on the learning organization

Watkins

Kim

2017

Human Resource Dev Quarterly

127

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This article examines the state of research on the learning organization in the field of HRD and future directions that hold promise for enriching our understanding of organizational learning and the learning organization. The article differentiates these two streams of research and explores areas where one body of research may be useful to the other. The article draws heavily on studies using the Dimensions of a Learning Organization Questionnaire (DLOQ©). Emerging work testing cross‐cultural validity and levels of analysis, as well as social network analyses, shows promise in deepening our understanding of the construct. Finally, a case is made for the need for studies of learning organization interventions in order to continue to test the usefulness of the construct of a learning organization for HRD practitioners.

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The effect of learning organization culture on the relationship between interpersonal trust and organizational commitment

Cited by 74 publications

References 64 publications

The double‐edged sword of coaching: Relationships between managers' coaching and their feelings of personal accomplishment and role overload

The double‐edged sword of coaching: Relationships between managers' coaching and their feelings of personal accomplishment and role overload

Method for assessing human resources management practices and organisational learning factors in a company under lean manufacturing implementation

Current status and promising directions for research on the learning organization

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