The impact of organisational culture and dynamic capabilities on learning evaluation: an interpretive analysis Online publication date: Fri, 30-Oct-2020
by James Costello; Barbara Plester
International Journal of Learning and Change (IJLC), Vol. 12, No. 4, 2020
Abstract: Organisations develop online learning to achieve operational objectives, with the ultimate goal of improving overall business performance. But shared beliefs and values about what learning is important and how this should be measured can be complicated by perceptions of how external changes will impact the efficacy of learning investments. Therefore, the purpose of this research is to empirically demonstrate the influence of an adaptive cultural context on organisations' learning activities. Taking a critical, interpretive approach and borrowing from the dynamic capabilities and competing values frameworks, we present the findings of an exploratory qualitative study of 12 New Zealand organisations. Our analysis shows that organisations that exhibit more adaptive learning contexts, such as experiencing high rates of internal change, are also likely to build more flexible online learning activities that require more unstructured, informal, and externally-focused effectiveness criteria. Future research opportunities to alleviate sampling and methodological limitations are also discussed.
Online publication date: Fri, 30-Oct-2020
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:
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 email@example.com