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.
| Original language | English |
|---|---|
| Pages (from-to) | 2278 |
| Number of pages | 21 |
| Journal | International Journal of Human Resource Management |
| Volume | 24 |
| Issue number | 12 |
| Early online date | 20 May 2013 |
| DOIs | |
| Publication status | Published - Jun 2013 |
Keywords
- dynamics capabilities
- HRM
- INNOVATION
- learning organisatons