Organizational learning mechanisms: a structural and cultural approach to organizational learning
Article Abstract:
This article presents a two-faceted (structural and cultural) approach to organizational learning. The structural facet focuses on organizational learning mechanisms, which are institutionalized structural and procedural arrangements allowing organizations to systematically collect, analyze, store, disseminate, and use information that is relevant to the performance of the organization. The cultural facet focuses on the shared values, without which these mechanisms are likely to be enacted as rituals rather than as means to detect and correct error. The authors describe how this proposed approach deals with the problem of anthropomorphism in organizational learning and discuss its utility for researching organizational learning and for introducing it into organizations. (Reprinted by permission of the publisher.)
Publication Name: Journal of Applied Behavioral Science
Subject: Social sciences
ISSN: 0021-8863
Year: 1998
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Sources of human resource information and the link to organizational profitability
Article Abstract:
The human resource (HR) directors of 201 large U.S. organizations responded to a survey concerning the relative use of different sources of new HR information. Academic research-related information sources were used much less frequently than practitioner-related sources. However, analyses suggested that only academic sources were significantly related to organizational profitability. The strength of the relationship between the use of academic information and profitability also varied across industry types. (Reprinted by permission of the publisher.)
Publication Name: Journal of Applied Behavioral Science
Subject: Social sciences
ISSN: 0021-8863
Year: 1997
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Who believes us?: Understanding managers' agreement with human resource research findings
Article Abstract:
A study reveals that it is important to understand the factors that impact managers' agreement with human resource research findings as research-supported human resource (HR) practices appear to positively affect organizational outcomes. Job level and managers' perceptions of their organizations' business strategies directly influence managers' agreement with HR research findings is found by using structural equation modeling.
Publication Name: Journal of Applied Behavioral Science
Subject: Social sciences
ISSN: 0021-8863
Year: 2005
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