Title: The organisational learning culture and organisational performance in Macedonian companies

Authors: Miha Škerlavaj; Vlado Dimovski; Matej Cerne; Ljubomir Kekenovski; Dragan Tevdovski; Marija Trpkova

Addresses: Faculty of Economics, University of Ljubljana, Kardeljeva plošcad 17, SI-1000 Ljubljana, Slovenia. ' Faculty of Economics, University of Ljubljana, Kardeljeva plošcad 17, SI-1000 Ljubljana, Slovenia. ' The Centre of Excellence for Biosensors, Instrumentation and Process Control – COBIK, Velika pot 22, SI-5250 Solkan, Slovenia. ' Faculty of Economics, University ‘Ss. Cyril and Methodius’, Krste Misirkov bb, Skopje, Macedonia. ' Faculty of Economics, University ‘Ss. Cyril and Methodius’, Krste Misirkov bb, Skopje, Macedonia. ' Faculty of Economics, University ‘Ss. Cyril and Methodius’, Krste Misirkov bb, Skopje, Macedonia

Abstract: The purpose of the paper is to construct, present and test a model that describes the effect of organisational learning culture on organisational performance improvement. To this end, we use data of 202 Macedonian companies and empirically test the model via structural equation modelling. We found that organisational learning culture has a direct and relatively strong impact on non-financial performance from the employee, customer and supplier perspective. A direct but relatively smaller effect can be noticed on the financial performance. Managers need to be aware that such norms and values that ascribe high importance to information acquisition, distribution and interpretation need to be developed in order to achieve higher levels of organisational performance. The paper contributes to the generalisation of a research model previously tested in more-developed economies based on the data gathered in Macedonia, a developing country in transition.

Keywords: organisational learning; organisational culture; competing values framework; organisational performance; structural equation modelling; Macedonia; transition economies.

DOI: 10.1504/EJIM.2011.042733

European Journal of International Management, 2011 Vol.5 No.6, pp.574 - 607

Available online: 30 Sep 2011

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