The mediate effect of learning and knowledge on organizational performance

Lin, Chin-Yen; Kuo, Tsung‐Hsien

doi:10.1108/02635570710816748

Cited by 94 publications

(94 citation statements)

References 62 publications

(104 reference statements)

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“…Literature shows a considerable increase in the fields of supply chain performance and its effects on company performance (Zelbst et al, 2009;Gulledge and Chavusholu, 2008;Koh et al, 2007;Wong and Wong, 2007;Morgan and Dewhurst, 2007;Caputo et al, 2004), and company performance management and measurement (Phusavat et al, 2009b;Ho, 2008;Velcu, 2007;Lin and Kuo, 2007;Choy et al, 2006;Rao, 2006;Liang et al, 2004;Bose, 2004;Saad, 2001;Chen et al, 2001;Kuo et al, 1999). However, little research has been conducted on employee performance and more specifically, quantifying employee performance.…”

Section: Performance Managementmentioning

confidence: 99%

“…Literature shows a considerable increase in the fields of supply chain performance and its effects on company performance (Allesina et al, 2010;Pero et al, 2010;Whicker et al, 2009;Kim, 2009;Craighead et al, 2009;Yeung, 2008;Cousins et al, 2008;Sharif et al, 2007;Wong and Wong, 2007;Carr and Kaynak, 2007) and company performance management and measurement (Phusavat et al, 2009b;Ho, 2008;Lin and Kuo, 2007;Rao, 2006;Saad, 2001;Kuo et al, 1999).…”

Section: Introductionmentioning

confidence: 99%

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Performance measurement in a quality management system

2011

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Certification to quality assurance standards has become a must for many construction companies nowadays to be able to survive in highly competitive market.Companies face some difficulties while deploying a quality management system. On the other hand and from resource management point of view, resource utilization should be optimized both in company and its projects. This optimization is sought to be cost saving and time reduction while enhancing quality in many recent studies.The main challenge in resource optimization is employees' and workers' low morale and their resistance against organizational change. In order to overcome this problem and creating a motive environment in construction companies, a robust decision support tool is needed to efficiently and objectively measure and monitor employee performances.The core research objectives of this study are to: (1) overcome main pitfalls of quality management system deployment including large amount of paperwork, unstructured documentation, improper communication, and low employee morale;(2) formulate a conceptual framework to quantify employee performances based on three management factors of time, cost, and quality to be used as a basis for motivation system; and (3) develop an online office automation system using web and database capabilities of Microsoft Visual Studio .NET 2008 that simultaneously aims to optimize resource utilization.First, an extensive literature survey was conducted and through a questionnaire survey, the research methodology was designed.iv Second, a performance measurement framework was developed to enable efficient and effective resource utilization in construction projects and companies. The framework incorporates three management factors of time, cost, and quality and objectively quantifies each employee's performance. It was aimed to reduce the subjectivity of performance calculations through quantifying work quality. The performance factors could be further employed as a motivation tool for employees while being used as a performance monitoring decision tool for manager.Third, a prototype web-based office automation system was developed to enable the integration of the research developments of this study with information technology to facilitate its adoption in the construction companies. The system is designed to: (1)

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Section: Performance Managementmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Performance measurement in a quality management system

2011

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“…Baker and Sinkula, 1999a;Hongming et al, 2007;Lin et al, 2008;Pe sämaa et al, 2013), market orientation (Bakera and Sinkula, 1999a; Mahmoud and Yusif, 2012) or the practices of human resources management (Lin and Kuo, 2007).…”

Section: Mbace 101mentioning

confidence: 99%

The Impact of Organisational Learning on Organisational Performance

Zgrzywa-Ziemak¹

2015

MBA.CE

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Purpose: The aim of this article is to analyse the theoretical views and results of empirical research concerning the relation between organisational learning (OL) and organisational performance (OP). Methodology:The study was carried out through extensive literature research, including relevant literature review from databases such as ProQuest, Elsevier, Emerald and EBSCO (the phrases: "organisational learning", "learning organisation" and "organisational performance" were searched in the keywords, titles or abstracts). Findings:From a theoretical point of view, the relation between OL and OP is neither obvious nor clear, but the analysis of the empirical studies allows one to assume that OL has an essential impact on OP. However, differences in the strength of the relation were shown and some contradictions related to the presence of the relation between OL and selected (mostly financial) performance aspects identified. Furthermore, the article discusses the significant differences and inconsisten cies in the methods of measuring OL, measuring OP, selecting contextual factors and adopted methods of data analysis.Implications: Inconsistencies and gaps found in the studies of the relationship between OL and OP made it possible to designate the direction for promising further research. Value:The article presents valuable insight through its indepth, critical analysis of the organisa tional learning and organisational outcomes. First and foremost, this indicates that the formula of the previous empirical studies does not allow for the development of precise solutions pertaining to organisational learning management for the benefit of OP improvement.

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“…Customer value creation focus on their customer, its core competency on business domain, and its collaborative network on business partners [14]. Business Performances are indicator of how well does organization accomplish its goals [15,16]". Hubbard & Beamish [17], measure performance through marketing and financial performance.…”

Section: Value Creation As Followmentioning

confidence: 99%