Training practices and organisational learning capability

Abstract

This paper provides an in-depth study of the relationship between the company's training strategy and its learning capability. On a sample of 111 Spanish companies from the chemical industry, tests a set of hypotheses which link four different training strategies with the learning capability dimensions. The results obtained from the regression analyses clearly show that ongoing training, team-based training and job rotation programmes have a positive influence on company learning capability. The present study presents evidence of how a specific human resources strategy (training strategy) influences the development of a strategic capability (organisational learning). Future studies should analyse the influence of training on performance, using organisational learning capability as a moderating variable. Additionally, the relationship between human resource management and learning should also be studied using a configurational approach. This would enable to take into account the synergic effect deriving from the joint use of complementary human resources strategies.

Individual Performance in Turbulent Environments: The Role of Organizational Learning Capability and Employee Flexibility

“…Higher standards of knowledge and individual expertise among employees who work in learning intensive environments have been reported in theoretical and empirical research (Jerez‐Gómez et al, ; Liedtka, Haskins, Rosenblum, & Weber, ; McGill, Slocum, & Lei, ; Senge, ). We are especially interested in the kind of individual expertise that, in turbulent environments, is related to higher levels of (knowledge) workers’ ability and motivation to broaden the array of daily tasks/functions that they effectively carry out.…”

Learning Atmosphere and Ethical Behavior, Does It Make Sense?

“…This first dimension of employability is clearly affected by organizational learning practices: theoretical and empirical research has reported higher standards of knowledge and individual expertise among employees who work in organizational learning environments (Jerez-Gomez et al, 2004;Liedtka et al, 1997;McGill et al, 1992;Senge, 1990). The main reason for this positive connection is training.…”

“…Training is considered to be one of the most significant human resource practices for the development of organizational learning capabilities (DiBella et al, 1996;McGill and Slocum, 1993;Nonaka and Takeuchi, 1995;Ulrich et al, 1993). Training practices favor the acquisition and constant generation of new knowledge and skills, consequently improving the level of occupational expertise (DiBella et al, 1996;Garvin, 1993;Jerez-Gomez et al, 2004;Lei et al, 1999;Leonard-Barton, 1992).…”

How Do You Manage Change in Organizations? Training, Development, Innovation, and Their Relationships

“…Scholars have repeatedly claimed that training practices improve innovation by endorsing learning climate (Gómez et al, 2004; Shipton et al, 2005; Cortini et al, 2016) and exploratory learning (Shipton et al, 2006; Beugelsdijk, 2008), while, not unexpectedly, research shows that the way partners cope with the collective learning processes, communicate and cooperate plays an essential role in the success of strategic collaborations for new products and services (Larsson et al, 1998; Ceschi et al, 2014b, 2017e, 2018; Manuti et al, 2017; Scalco et al, 2018). Research also shows that people need to be trained on these issues since you cannot assume that people know how to do this spontaneously (Sartori and Scalco, 2014).…”