The relationship between strategy making and organizational learning

Versiani, Ângela França; Rezende, Sérgio Fernando Loureiro; Magalhães, Ana Thereza Novaes; Vaz, Samir Lótfi

doi:10.7819/rbgn.v20i2.3888

Cited by 3 publications

References 44 publications

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The interplay among management support and factors influencing organizational learning: an applied study

Al-Tarawneh

Al-Adaileh

2021

JWL

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Purpose This study aims at investigating the impact of some selected organizational and cultural factors on organizational learning (OL). It also attempts to study the moderating role of management support on the influential relationship between these organizational and cultural factors and OL within the context of Jordanian mining sector (JMS). Design/methodology/approach A descriptive-analytical approach is applied to collect and analyze the data. A survey questionnaire is used as a primary data collection instrument. The study sample includes 400 participants from the seven selected manufacturing companies within the context of JMS. Smart PLS 3 and IBM SPSS version 25 were applied to answer the study questions and to test the hypotheses. Findings Organization strategy has a statistical significant impact on OL. Moreover, cultural factors (innovation; teamwork; knowledge sharing) have a significant impact on OL. The results of the moderating variable revealed that the level of management support is not moderating the relationship between organizational factors and OL. Nonetheless, it is revealed that management support is moderating the relationship between organizational culture and OL. Practical implications It seems that a continuous management support is an important facilitating feature to motivate a learning culture. Cultural attributes, including innovation, teamwork and knowledge sharing must be taken into consideration as facilitating factors to encourage OL. Gradual changes must be introduced to create innovative, teamwork and knowledge-sharing culture. Additionally, a specific strategic goal should be part of the organizational corporate strategy and action plans must be developed to achieve this goal in a systematic manner. Originality/value The inclusion of management support as a moderating factor could add an original contribution to the current body of knowledge concerning OL. Moreover, this study argues that the core concept of learning might be there but a systematic process of learning and the contextual factors influencing this concept still need more concern.

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The interplay among management support and factors influencing organizational learning: an applied study

Al-Tarawneh

Al-Adaileh

2021

JWL

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Organizational Learning

Moraes

Alvez

Lapolli

et al. 2019

Int J Innov Educ Res

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Organizational Learning (OL) is a research area that presents several approaches to understand how an organization learns. Among the most present approaches in research, we have the 4i framework that proposes the OL through four subprocesses: intuition, interpretation, integration and institutionalization. This study sought to understand how the OL process occurred in the investments programming in a Credit Union in Santa Catarina, southern Brazil. Two employees directly involved with the Programmed Future program were interviewed. The report draws a parallel between the subprocesses of the 4i framework and the learning processes that took place in the Union.

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A conceptual knowledge value chain model for construction organisations engaged in competitive tendering

Dewagoda¹,

Perera²

2019

Proceedings of the 8th World Construction Symposium

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With the world heading towards a knowledge economy, knowledge is contemplated as a critical organisational resource that creates competitive advantage for construction organisations, especially when they engage in competitive tendering. Knowledge Value Chain Model (KVCM) is a viable mechanism that employs organisational knowledge for the organisations to acquire competitive advantage in competitive tendering. However, it has yet not been adopted although there is a dire requirement for it in the construction industry. Hence, this study developed a conceptual KVCM to facilitate the full exploitation of the knowledge available in a construction organisation so that it can function with competitive advantage during competitive tendering. This conceptual KVCM was developed by analysing the generic KVCMs mentioned in the extant literature. The analysis was followed by 15 expert interviews. It is recommended that to facilitate its pragmatic implementation, the KVCM be customised in the future as a Knowledge Value Chain (KVC) Framework by incorporating organisational characteristics.

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The relationship between strategy making and organizational learning

Cited by 3 publications

References 44 publications

The interplay among management support and factors influencing organizational learning: an applied study

The interplay among management support and factors influencing organizational learning: an applied study

Organizational Learning

A conceptual knowledge value chain model for construction organisations engaged in competitive tendering

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