This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
Authors retain ownership of the copyright for their content.
ORGANIZATIONAL LEARNING MECHANISMS IN SOHAR UNIVERSITY
Corresponding Author(s) : Noura Al Jahwari
Humanities & Social Sciences Reviews,
Vol. 4 No. 2 (2016)
The objective of the study is to critically examine the mechanisms of organizational learning in Sohar University and to identify the relationship between stages of organizational learning and mechanisms of organizational learning and to examine the effectiveness and the nurturance of the pedagogical practices.
The study was conducted with 76 employees from all the departments of Sohar University, who were selected on a simple random sampling basis and were contacted through a well-defined questionnaire.
The study reveals that the employees of Sohar University are encouraged to attend external programs and seminars on new developments have been organized and the university prepares detailed plans reflecting contingency approaches. The study also confirmed that there is no relationship between demographic factors (Gender, age, qualification and teaching experience) and the Organizational learning. The study also reveals that there is an association between the Innovations, Implementation and Organization learning.
The study has thrown light on the organizational learning process, which is the key driver in innovating, implementing and stabilizing.
The study was restricted to the academic staff from all the faculties of Sohar University. Many of them did not understand the concept. So the researcher has to explain them in detail before furnishing the detailed questionnaire.
The study can be extended to other colleges and universities in Oman so that the accuracy of the tools and techniques of organizational learning can be ascertained. This will induce high transmission goals to equip and uplift the participants in a positive and creative contribution.
Only a very few have examined the impact of Organization Learning in the Universities of Oman, and it is a first-hand study of its kind.
- Argote, L. and Miron-Spektor, E. (2011), Organizational learning: From experience to wedge, Organization Science, Vol.22, issue.5, pp.1123-1137, http://dx.doi.org/10.1287/orsc.1100.0621
- Argyris C and Schon D A (1978), Organizational Learning: A Theory of Action Perspective, ISBN-10-0201001748, Addison-Wesley, London,
- Argyris C, and Schon D A (1995), Organizational Learning II: Theory, Method, and Practice, Addison-Wesley, ISBN-10-0201629836, 1995.
- Argyris C (1999), On Organizational Learning, Wiley-Blackwell, 2nd edition, ISBN-10-0631213090, 1999.
- Bauman G L (2005), Promoting Organizational Learning in Higher Education to Achieve Equity in Educational Outcome, New Directions for Higher Education, Vol. 131, Fall.2005, pp. 23-25.
- Bennet A and Bennet D (2003), The Partnership between Organizational Learning and Knowledge Management, Handbook on Knowledge Management, Vol.1, Springer-Verlag, New York, pp.439-455.
- Chadwick I C, Raver J L (2015), Motivating organizations to learn: Goal orientation and its influence on organizational learning, Journal of Management, Vol.41, Mar. 2015, pp. 957-986.
- Cummings T J and Worley C G, (2001), Organisation Development and Change (7th Edition), Cincinnati, OH: Southwestern College, 2001.
- Crossan M M and Berdrow I (2003), Organizational Learning and Strategic Renewal, Strategic Management Journal, doi: 10.1002/smj.342, Vol.24, issue.11, Nov.2003, pp. 1087-1105.
- Crossan M M, Lane H W, White R E and Djurfeldt L (1995), Organizational learning: Dimensions for a Theory, The International Journal of Organizational Analysis, Emerald Insight, Vol.3, Iss: 4, pp. 337-360 available at the website http://dx.doi.org/10.1108/eb028835
- Dodgson M (1993), Organizational Learning: A Review of Some Literatures, Organization Studies, Sage Publications, doi: 10.1177/017084069301400303, Vol. 14, No. 3, May 1993, pp. 375-394.
- Easterby-Smith M, Burgoyne J and Araujo L (1999), Organizational Learning and the Learning Organization: Developments in Theory and Practice, Sage Publishing, ISBN- 9780761959168 London, 1999, pp.1-21.
- Egan M, Yang B and Bartlett K R (2004), The Effects of Organizational Learning Culture and Job Satisfaction on Motivation to Transfer Learning and Turnover Intention, Human Resource Development Quarterly, Volume 15, Issue 3, Autumn 2004, pp.279-301.
- Eisenhardt K M and Martin J A (2000), Dynamic capabilities: What are they? Strategic Management Journal, John Wiley & Sons Ltd, Oct.-Nov.2000, Vol.21, issue.10-11, pp.1105-1121.
- Fiol C M and Lyles M A (1985), Organizational Learning, The Academy of Management Review, Volume 10, issue.4, Oct.1985, pp.803-813 available at the website http://www.jstor.org/stable/258048
- Garcia-Morales V J, Ruiz-Moreno A and Llorens-Montes, F J (2007), Effects of Technology Absorptive Capacity and Technology Proactivity on Organizational Learning, Innovation and Performance: An Empirical Examination, Technology Analysis and Strategic Management, Volume 19, issue.4, 2007, pp.527-558 available at http://dx.doi.org/10.1080/09537320701403540
- Garvin D A (1993), Building a Learning Organization, Harvard Business Review, Vol. 71, No. 4, July-Aug.1993, pp. 78-91.
- Ghosh K (2004), Building a Learning Organization: HR Imperatives, Excel Books, New Delhi.
- Leeuw F L, Rist R C and Sonnichsen R C (2000), Can Governments Learn?: Comparative Perspectives on Evaluation and Organizational Learning, Comparative Policy Evaluation, Volume 3, ISBN- 978-0-7658-0658-1, Transaction Publishers, Jan. 2000.
- Leonard D and McAdam R (2003), Impacting Organizational Learning: The Training and Experiences of Quality Award Examiners and Assessors, Journal of European Industrial Training, Vol. 27, issue 1, 2003, pp.16-21.
- Lieberman D (2005), Beyond Faculty Development: How Centers for Teaching and Learning Can Be Laboratories for Learning, New Directions for Higher Education, Vol. 12, No. 131, pp. 87-98.
- Marsick V and Watkins K (2003), Demonstrating the Value of an Organization’s Learning Culture: The Dimensions of Learning Organizations Questionnaire, Advances in Developing Human Resource, Volume 5, pp. 132–151.
- Marquardt M J (2002), Building the Learning Organization, Mastering the 5 Elements for Corporate Learning, Davies-Black Publis
- Milam J (2005), Organizational Learning Through Knowledge Workers and Infomediaries, New Directions for Higher Education, Vol. 131, Fall, pp. 61-73.
- Nonaka I (1991), The Knowledge-Creating Company, Harvard Business Review. Nov – December 1991.
- Nonaka I, (1994), A Dynamic Theory of Organizational Knowledge Creation, Organization Science, Feb.1994, Vol. 5, No. 1, pp.14-37, available at the website http://www.jstor.org/stable/2635068
- Pareek U and Purohit S (2009), Training Instruments in HRD and OD, Tata Mc Graw-Hill, ISBN- 9780070147645, New Delhi.
- Senge, P M (1994), The Fifth Discipline Field Book: Strategies and Tools for building a Learning Organization, Crown Business Publishers, ISBN-10: 0385472560, New York, 1994.
- Senge P M (2006), The Fifth Discipline: The Art and Practice of the Learning Organization, Doubleday Publishers, ISBN-10-0385517254Mar. 2006, New York.
- Scharmer C O (2002), Presencing: Illuminating the Blind Spot of Leadership, Foundations for a Social Technology of Freedom, Aug. 2002, available at http://www.generoconsulting.com /Publications/PresencingIntro.pdf
- Wang X (2007), Learning, Job Satisfaction and Commitment: An empirical study of Organizations in China, Chinese Management Studies, Volume 1, issue.3, pp.167-179 available at the website http://dx.doi.org/10.1108/17506140710779285