Organisational learning and performance – an empirical study
by C. Jyothibabu, Bibhuti Bhusan Pradhan, Ayesha Farooq
International Journal of Learning and Change (IJLC), Vol. 5, No. 1, 2011

Abstract: This paper explores the important question 'how the learning entities – individual, group or organisation – are affecting organisational performance'. The answer is important for promoting learning and improving performance. This empirical study in the leading power utility in India found that there is a positive relation between individual- and organisational-level learning and organisational performance. However, a direct relation between group-level learning and organisational performance is not strong. It is the organisational-level learning that is critically important to performance. Hence, there is a need for special emphasis by organisations on formal (forms, rules, procedures, policies, technologies, physical structure of the workplace or work processes) and informal (culture, beliefs and paradigms) mechanisms to enhance organisational-level learning, hence performance.

Online publication date: Tue, 09-Aug-2011

The full text of this article is only available to individual subscribers or to users at subscribing institutions.

 
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.

Pay per view:
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.

Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Learning and Change (IJLC):
Login with your Inderscience username and password:

Username:        Password:          Forgotten your password?

Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.

If you still need assistance, please email subs@inderscience.com