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From the same journal

Is there a global model of learning organizations? An empirical, cross-nation study

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Is there a global model of learning organizations? An empirical, cross-nation study. / Shipton, Helen; Zhou, Qin; Mooi, Erik.

In: International Journal of Human Resource Management, Vol. 24, No. 12, 06.2013, p. 2278.

Research output: Contribution to journalArticle

Harvard

Shipton, H, Zhou, Q & Mooi, E 2013, 'Is there a global model of learning organizations? An empirical, cross-nation study', International Journal of Human Resource Management, vol. 24, no. 12, pp. 2278. https://doi.org/10.1080/09585192.2013.781431

APA

Shipton, H., Zhou, Q., & Mooi, E. (2013). Is there a global model of learning organizations? An empirical, cross-nation study. International Journal of Human Resource Management, 24(12), 2278. https://doi.org/10.1080/09585192.2013.781431

Vancouver

Shipton H, Zhou Q, Mooi E. Is there a global model of learning organizations? An empirical, cross-nation study. International Journal of Human Resource Management. 2013 Jun;24(12):2278. https://doi.org/10.1080/09585192.2013.781431

Author

Shipton, Helen ; Zhou, Qin ; Mooi, Erik. / Is there a global model of learning organizations? An empirical, cross-nation study. In: International Journal of Human Resource Management. 2013 ; Vol. 24, No. 12. pp. 2278.

Bibtex - Download

@article{6c6732b77f3246e892a71e065040a745,
title = "Is there a global model of learning organizations?: An empirical, cross-nation study",
abstract = "This paper develops and tests a learning organization model derived from HRM and dynamic capability literatures in order to ascertain the model’s applicability across divergent global contexts. We define a learning organization as one capable of achieving on-going strategic renewal, arguing based on dynamic capability theory that the model has three necessary antecedents: HRM focus, developmental orientation and customer-facing remit. Drawing on a sample comprising nearly six thousand organizations across fifteen countries, we show that learning organizations exhibit higher performance than their less learning-inclined counterparts. We also demonstrate that innovation fully mediates the relationship between our conceptualisation of the learning organization and organizational performance in eleven of the fifteen countries we examined. It is the first time to our knowledge that these questions have been tested in a major, cross global study and our work contributes to both HRM and dynamic capability literatures, especially where the focus is the applicability of best practice parameters across national boundaries.",
keywords = "dynamics capabilities, HRM, INNOVATION, learning organisatons",
author = "Helen Shipton and Qin Zhou and Erik Mooi",
year = "2013",
month = "6",
doi = "10.1080/09585192.2013.781431",
language = "English",
volume = "24",
pages = "2278",
journal = "International Journal of Human Resource Management",
issn = "0958-5192",
publisher = "Routledge",
number = "12",

}

RIS (suitable for import to EndNote) - Download

TY - JOUR

T1 - Is there a global model of learning organizations?

T2 - An empirical, cross-nation study

AU - Shipton, Helen

AU - Zhou, Qin

AU - Mooi, Erik

PY - 2013/6

Y1 - 2013/6

N2 - This paper develops and tests a learning organization model derived from HRM and dynamic capability literatures in order to ascertain the model’s applicability across divergent global contexts. We define a learning organization as one capable of achieving on-going strategic renewal, arguing based on dynamic capability theory that the model has three necessary antecedents: HRM focus, developmental orientation and customer-facing remit. Drawing on a sample comprising nearly six thousand organizations across fifteen countries, we show that learning organizations exhibit higher performance than their less learning-inclined counterparts. We also demonstrate that innovation fully mediates the relationship between our conceptualisation of the learning organization and organizational performance in eleven of the fifteen countries we examined. It is the first time to our knowledge that these questions have been tested in a major, cross global study and our work contributes to both HRM and dynamic capability literatures, especially where the focus is the applicability of best practice parameters across national boundaries.

AB - This paper develops and tests a learning organization model derived from HRM and dynamic capability literatures in order to ascertain the model’s applicability across divergent global contexts. We define a learning organization as one capable of achieving on-going strategic renewal, arguing based on dynamic capability theory that the model has three necessary antecedents: HRM focus, developmental orientation and customer-facing remit. Drawing on a sample comprising nearly six thousand organizations across fifteen countries, we show that learning organizations exhibit higher performance than their less learning-inclined counterparts. We also demonstrate that innovation fully mediates the relationship between our conceptualisation of the learning organization and organizational performance in eleven of the fifteen countries we examined. It is the first time to our knowledge that these questions have been tested in a major, cross global study and our work contributes to both HRM and dynamic capability literatures, especially where the focus is the applicability of best practice parameters across national boundaries.

KW - dynamics capabilities

KW - HRM

KW - INNOVATION

KW - learning organisatons

U2 - 10.1080/09585192.2013.781431

DO - 10.1080/09585192.2013.781431

M3 - Article

VL - 24

SP - 2278

JO - International Journal of Human Resource Management

JF - International Journal of Human Resource Management

SN - 0958-5192

IS - 12

ER -