Understanding<scp>Multi‐level</scp>Learning in Organizations: A Comparison of Lean and the Learning Organization

Alagaraja, Meera; Herd, Ann M.

doi:10.1002/piq.21364

Cited by 7 publications

(7 citation statements)

References 51 publications

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“…For example, Kim (2005) analysed individual learning factors in government organisations, and Tortorella and Fogliatto (2014) analysed organisational learning factors in an automotive manufacturer. Some studies emphasise learning at multiple levels (individual, team and organisation (Alagaraja and Herd, 2021), whereas Tortorella et al (2020) discussed the importance of identifying the relationship between lean production practices and the learning organisation dimensions. However, very few studies focus on factors that affect employees’ lean disposition (Tortorella and Fogliatto, 2014).…”

Section: Introductionmentioning

confidence: 99%

Lean implementation: analysis of individual-level factors in a biopharmaceutical organisation

Duggan

Cormican

McDermott

2022

IJLSS

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PurposeAn understanding of the motivation of individual employees to adopt lean practices is fundamental to successful lean implementation. This study aims to investigate the adoption of lean practices and provides an analysis of the individual-level factors necessary for lean implementation. This study presents a method for assessing the impact of individual-level factors in a company deploying lean within a biopharmaceutical manufacturing subsidiary.Design/methodology/approachThe case study explores the attitudes of individuals within a functionally structured organisation undergoing a lean implementation initiative. A quantitative data collection approach was used to capture data from employees in a medical device manufacturing organisation.FindingsThe study found that personality and affective organisational commitment positively affects an individual’s intention to adopt lean practices. Employees with greater levels of affective commitment are more likely to partake in lean-related practices. Individuals in functions that directly support the production process, as opposed to those in functions that indirectly support production, are more likely to participate in lean practices. Finally, individuals in supervisory roles are more likely to adopt lean practices than those in non-supervisory roles, and management should involve top performers in lean.Originality/valueThere is a paucity of case study research in the area of individual-level factors for lean practice adoption. The findings of this study offer practical guidance on individual-level factors for lean practice adoption and illuminate new avenues for future research. This analysis also makes a practical contribution to the literature. From a managerial perspective, understanding why certain employees are more willing to adopt lean practices contributes to an overall lean organisational readiness and implementation framework. This insight enables the development of carefully tailored communication and training programs for managing employee motivation for and receptivity to lean.

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Section: Introductionmentioning

confidence: 99%

Lean implementation: analysis of individual-level factors in a biopharmaceutical organisation

Duggan

Cormican

McDermott

2022

IJLSS

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“…Marsick and Watkins (2003) have suggested seven building blocks of LO operationalised at the individual, group, and organisational level, which Garvin has extended by adding leadership dimension that reinforces learning. Despite these significant research and varied perspectives, there is a paucity of empirical research that studies multi-level outcomes of LO, including individual, team, organisation-wide, and inter-organisational (Morland et al, 2018;Alagaraja and Herd, 2022). Future studies measuring the mediating role of individual and group-level outcomes between learning organisation and organisational-wide performance can be taken-up.…”

Section: Directions For Future Researchmentioning

confidence: 99%

“…Despite these significant research and varied perspectives, there is a paucity of empirical research that studies multi-level outcomes of LO, including individual, team, organisation-wide, and inter-organisational (Morland et al. , 2018; Alagaraja and Herd, 2022). Future studies measuring the mediating role of individual and group-level outcomes between learning organisation and organisational-wide performance can be taken-up. More inclusive research for developing nations …”

Section: Directions For Future Researchmentioning

confidence: 99%

Multi-level outcomes of learning organisation: a bibliometric analysis and future research agenda

Budhiraja,

Yadav,

Rathi

2023

JOEPP

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PurposeBecoming a learning organisation (LO) is an aspiration for every organisation as it offers internal capabilities, a competitive advantage and synergy gains to organisational members. Scholars across the globe have tried to examine the outcomes of LO at various organisational levels. Still, the existing literature is fragmented, and there is no systematic understanding of the multi-level outcomes of LO. Therefore, this study aims to synthesise, analyse and categorise the scientific literature into various levels of outcomes of LO to provide a conceptual framework for use by future researchers and academicians.Design/methodology/approachThe authors have performed bibliometric analysis using 603 research articles published in Scopus, entailing 1,345 authors from 77 countries, followed by a thematic cluster analysis using bibliographic coupling to understand the current research trends and to recommend a set of broad themes to provide direction for future researchers in this domain.FindingsThe results are largely descriptive and aim to capture a panoramic view of what has been written on the topic so far. The bibliometric analysis was conducted using different means like citation analysis, cluster analysis, and keyword analysis to reveal the most significant publications, notable authors, keywords, current research trends, and future research questions. Further, the bibliographic coupling led to the categorization of the outcomes of LO into the following four clusters (including sub-clusters): (1) Individual level learning outcomes (2) team-level learning outcomes, (3) organisational-wide learning outcomes and (4) inter-organisational learning outcomes.Practical implicationsManagers and practitioners (change agents) expect academicians and researchers to suggest a set of actions that integrates their learning efforts with business performance across diverse sectors and industries. So, future researchers may try and explain the findings of seminal studies identified in the most cited documents, to design choices and trade-offs that may address major hindrances in implementing the construct in true spirit. The researchers may collaborate with practitioners to study the outcomes of LO with a scientific and empirical lens. Finally, the study invites change agents and organisation development (OD) practitioners to document the outcomes of their efforts to create and leverage the outcomes of LO.Originality/valueResearchers across the world have tried to examine the outcomes of LO at various levels in organisational setting including, measuring capabilities and attitudes at individual level, team capabilities and innovation, and organisational performance and sustainability, but still there is no tested conceptual framework which encompasses the various outcome levels of LO in one frame.

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“…Every company has a different organizational culture, which is important for the survival of the company. When employees imitate behaviors that are consistent with their organizational culture, they are satisfied and even get direct or indirect rewards for maximizing the resulting performance [5]. Competition in business requires the advantage of the company to be as good as other competitors along with the development of business challenges.…”

Section: Introductionmentioning

confidence: 99%

The Impact Learning Organization and Organization Culture To Employee Performance, Mediated By Knowledge Sharing (Empirical Study On Bumitama Agri LTD.)

Laksono¹

2023

att

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The purpose of this study is to test how learning organizations affect employee performance. evaluate how company culture affects employee performance, and Test the knowledge-sharing effect of an organization. Analyze how organizational culture affects knowledge sharing. Analyze the effects of information sharing on employee performance. Test the effects of information sharing on employee performance in the organization. Analyze the effects of information sharing on company culture and employee performance. The population in this study were all staff of Bumitama Agri Ltd. who have participated in the Bumitama University Corporate Training & Development Program since 2019. This research is a survey research or it can be said as a research technique that distributes questionnaires to respondents. Data will be obtained directly from the respondents by providing questionnaires to obtain data about the learning organization, organizational culture, employee performance, and knowledge sharing. From the results of the study, it can be concluded that organizational culture has a positive effect on employee performance. A learning organization has a positive effect on employee performance. Organizational culture has a positive effect on knowledge sharing. A learning organization has a positive effect on knowledge sharing. Knowledge sharing has a positive effect on employee performance. Knowledge sharing mediates organizational culture on employee performance. Knowledge sharing mediates organizational learning on employee performance.

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UnderstandingMulti‐levelLearning in Organizations: A Comparison of Lean and the Learning Organization

Cited by 7 publications

References 51 publications

Lean implementation: analysis of individual-level factors in a biopharmaceutical organisation

Lean implementation: analysis of individual-level factors in a biopharmaceutical organisation

Multi-level outcomes of learning organisation: a bibliometric analysis and future research agenda

The Impact Learning Organization and Organization Culture To Employee Performance, Mediated By Knowledge Sharing (Empirical Study On Bumitama Agri LTD.)

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