ORGANIZATIONAL LEARNING ORIENTATION AND ITS IMPACT ON ORGANIZATIONAL AGILITY – A STUDY IN THE INDIAN CONTEXT
Abstract
The external environment that organizations operate is characterised by volatility, uncertainty, complexity and ambiguity (VUCA). The post pandemic scenario has seen a shift from VUCA to a BANI world (Brittle, Anxious, Nonlinear and Incomprehensible). Organizations face various challenging scenarios most of which are unpredictable. To retain a competitive edge organizations need to be nimble and swift in performance outcomes. Organizations that are learning oriented and agile have an edge over competition. This paper is a study on Organizational Learning Orientation (OLO) and the impact that is has on Organizational Agility (OA) with reference to the Indian Context. To test the research hypothesis a questionnaire adopted from previous literature was used and a total of 114 responses were analysed using correlation and regression analysis. The results from this exploratory study indicated that organizations which are learning oriented with an emphasis on “learning commitment”, “shared vision” and “open-mindedness” are positively associated with organizational agility.
Keyword : Organizational learning orientation, learning commitment, shared vision, open-mindedness, organizational agility
This work is licensed under a Creative Commons Attribution 4.0 International License.
References
Aboobaker, N., & KA, Z. (2021). Digital learning orientation and innovative behavior in the higher education sector: effects of organizational learning culture and readiness for change. International Journal of Educational Management, 35(5), 1030-1047. Argyris, C., & Schön, D. A. (1997). Organizational learning: A theory of action perspective. Reis, (77/78), 345-348. Dr. N. Kesavan, “Exports and Imports Stagnation in India During Covid-19- A Review” GIS Business (ISSN: 1430-3663 Vol-15-Issue-4-April-2020). Bahrami, M. A., Kiani, M. M., Montazeralfaraj, R., Zadeh, H. F., & Zadeh, M. M. (2016). The mediating role of organizational learning in the relationship of organizational intelligence and organizational agility. Osong public health and research perspectives, 7(3), 190-196. Baker, W. E., & Sinkula, J. M. (1999). The synergistic effect of market orientation and learning orientation on organizational performance. Journal of the academy of marketing science, 27(4), 411-427. Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120. Becker, F. (2000). Integrated portfolio strategies for dynamic organizations. Facilities. Becker, F. (2001). Organisational agility and the knowledge infrastructure. Journal of corporate real estate, 3(1), 28-37. M.Rajalakshmi “Current Trends in Cryptocurrency” Journal of Information and Computational Science, ISSN: 1548-7741, Volume 13 Issue 3 – 2023. Brett, J. F., & VandeWalle, D. (1999). Goal orientation and goal content as predictors of performance in a training program. Journal of applied psychology, 84(6), 863. Braunscheidel, M. J., & Suresh, N. C. (2009). The organizational antecedents of a firm’s supply chain agility for risk mitigation and response. Journal of operations Management, 27(2), 119-140. Calantone, R. J., Cavusgil, S. T., & Zhao, Y. (2002). Learning orientation, firm innovation capability, and firm performance. Industrial marketing management, 31(6), 515-524. Celuch, K. G., Kasouf, C. J., & Peruvemba, V. (2002). The effects of perceived market and learning orientation on assessed organizational capabilities. Industrial marketing management, 31(6), 545-554. Chadwick, I. C., & Raver, J. L. (2015). Motivating organizations to learn: Goal orientation and its influence on organizational learning. Journal of management, 41(3), 957-986. Crossan, M. M., Lane, H. W., & White, R. E. (1999). An organizational learning framework: From intuition to institution. Academy of management review, 24(3), 522-537. Day, G. S. (1994). The capabilities of market-driven organizations. Journal of marketing, 58(4), 37-52. Dixon, N. M. (1992). Organizational learning: A review of the literature with implications for HRD professionals. Human Resource Development Quarterly, 3(1), 29-49. Dove, R. (1999). Knowledge management, response ability, and the agile enterprise. Journal of knowledge management, 3(1), 18-35. Dukeov, I., Bergman, J. P., Heilmann, P., & Nasledov, A. (2020). Impact of a firm's commitment to learning and open-mindedness on its organizational innovation among Russian manufacturing firms. Baltic Journal of Management. Edmondson, A. C. (2008). The competitive imperative of learning. Harvard business review, 86(7-8), 60-7. Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: what are they?. Strategic management journal, 21(10‐11), 1105-1121. Fiol, C. M., & Lyles, M. A. (1985). Organizational learning. Academy of management review, 10(4), 803-813. Frank, H., Kessler, A., Mitterer, G., & Weismeier-Sammer, D. (2012). Learning orientation of SMEs and its impact on firm performance. Journal of Marketing Development and Competitiveness, 6(3), 29-41. Gallagher, K. P., & Worrell, J. L. (2008). Organizing IT to promote agility. Information technology and management, 9, 71-88. Garratt, B. (1987). Learning is the core of organisational survival: action learning is the key integrating process. Journal of Management Development, 6(2), 38-44. Gligor, D. M., Esmark, C. L., & Holcomb, M. C. (2015). Performance outcomes of supply chain agility: when should you be agile?. Journal of operations management, 33, 71-82. Gong, Y., Huang, J. C., & Farh, J. L. (2009). Employee learning orientation, transformational leadership, and employee creativity: The mediating role of employee creative self-efficacy. Academy of management Journal, 52(4), 765-778. Kozlowski, S. W., Gully, S. M., Brown, K. G., Salas, E., Smith, E. M., & Nason, E. R. (2001). Effects of training goals and goal orientation traits on multidimensional training outcomes and performance adaptability. Organizational behavior and human decision processes, 85(1), 1-31. Miller, D., & Friesen, P. (1980a). Archetypes of organizational transition. Administrative Science Quarterly, 268-299. Miller, D., & Friesen, P. H. (1980b). Momentum and revolution in organizational adaptation. Academy of management journal, 23(4), 591-614. McGrath, R. G. (2001). Exploratory learning, innovative capacity, and managerial oversight. Academy of management journal, 44(1), 118-131. Moorman, C., & Miner, A. S. (1998). Organizational improvisation and organizational memory. Academy of management Review, 23(4), 698-723. Nystrom, P. C., & Starbuck, W. H. (1984). To avoid organizational crises, unlearn. Organizational Dynamics, 12(4), 53-65. Santos-Vijande, M. L., López-Sánchez, J. Á., & Trespalacios, J. A. (2012). How organizational learning affects a firm's flexibility, competitive strategy, and performance. Journal of business research, 65(8), 1079-1089. Senge, P. M. (1990). The art and practice of the learning organization (Vol. 1). New York: Doubleday. Sinkula, J. M., Baker, W. E., & Noordewier, T. (1997). A framework for market-based organizational learning: Linking values, knowledge, and behavior. Journal of the academy of Marketing Science, 25(4), 305-318. Tushman, M. L., & Romanelli, E. (1985). Organizational evolution: A metamorphosis model of convergence and reorientation. Research in organizational behavior. Zhang, Z., & Sharifi, H. (2000). A methodology for achieving agility in manufacturing organisations. international Journal of operations & Production management, 20(4), 496-513.