Purpose: The transformation of firms from resource-based-view to knowledge-based-view has extended the importance of organizational learning. Thus, this study aims to develop an organizational learning model through transformational leadership with indirect effect of knowledge management process capability and interactive role of…

Purpose: The purpose of this paper is to examine the association among organizational learning culture (OLC), psychological empowerment (PE), affective commitment (AC), organizational citizenship behavior and turnover intention. Design/Methodology/Approach: This study was undertaken via a questionnaire conducted among Malay-Chinese working in…

Purpose: This aim of the current research is to provide empirical evidence for the relationships among several organizational factors affecting team performance improvement, including the learning organization and employee engagement. In addition, the mediating effect of employee engagement was assessed to explain team performance improvement…

Purpose: Decentralization and company cultures have emerged to master increasing external flexibility, as in a competitive bank in Sweden, raising issues of the sustainability in terms of competence and competence development. The purpose of this paper is to study how the staff members in a bank perceive a company culture and how this perception…

Purpose: As businesses continue to forge ahead in the twenty-first century, knowledge management (KM) has materialized as a significant differentiator. The process of creating new knowledge, sharing, and preserving such knowledge, is crucial for achieving competitive advantage. To gain maximum benefit from new knowledge, it must be efficiently…

Purpose: The purpose of this paper is to survey the various measurement instruments of the learning organization on offer, leading to the adoption of a tool that was considered most suitable for gauging progress towards the learning organization in two sectors of the Lebanese economy, namely banking and information technology (IT).…

Interviews with 42 bank managers considered learning in the context of new technological projects. Case studies of projects provide evidence that learning from past mistakes is the exception and, therefore, even successful projects had a limited impact on organizations. (Contains 22 references.) (JOW)

In 1996 Hubert Saint-Onge and Smith published an article ("The evolutionary organization: avoiding a Titanic fate", in The Learning Organization, Vol. 3 No. 4), based on their experience at the Canadian Imperial Bank of Commerce (CIBC). It was established at CIBC that change could be successfully facilitated through blended application…