Title: Organisational learning and performance – an empirical study

Authors: C. Jyothibabu, Bibhuti Bhusan Pradhan, Ayesha Farooq

Addresses: Employee Development Centre, NTPC – Simhadri, Visakhapatnam 531 020, Andhra Pradesh, India. ' Siksha 'O' Anusandhan University, Khandagiri Square, Bhubaneswar 751003, Orissa, India. ' Department of Business Administration, Aligarh Muslim University, Aligarh, Uttar Pradesh, India

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.

Keywords: organisational performance; organisational learning; group learning; individual learning; power utilities; India.

DOI: 10.1504/IJLC.2011.041872

International Journal of Learning and Change, 2011 Vol.5 No.1, pp.68 - 83

Received: 08 May 2021
Accepted: 12 May 2021

Published online: 09 Aug 2011 *

Full-text access for editors Access for subscribers Purchase this article Comment on this article