组织学习与组织创新

组织创新一直被认为是提高企业竞争能力,促进企业快速发展的必要因素,而构建学习型组织无疑是提高组织创新能力的一个有效途径。本文对组织学习和组织创新的关系进行了研究,以及组织学习对组织创新的影响。     

组织学习与学习型组织的比较研究

无论是在学术界,还是在企业实践界,人们往往容易混淆组织学习与学习型组织这两个概念。然而,二者有紧密联系,但二者又有本质上的区别。文章从组织学习和学习型组织的定义入手研究,并进一步深入探讨了二者的关系。     

基于终身学习与组织学习的学习型物流企业研究

探讨了物流企业终身学习与组织学习内涵、方式及其意义,建立学习型企业的途径与方式。分析了在终身学习与组织学习的条件下有效进行知识管理以及知识链和学习链管理的意义,推进企业知识传播、共享和创新的过程与机制。建立了学习型组织模型。     

浅析组织学习对企业战略变革的影响

本文从企业战略变革的动因、战略变革不同阶段分析了组织学习对企业战略变革的影响,以说明组织学习对企业成功进行战略变革的重要性。     

组织学习研究综述

为了了解近年来国内外组织学习研究现状,本文主要基于中国国家图书馆、中国期刊全文数据库、中国优秀博硕士学位论文全文数据库、Taylor & Francis Online Journals、EBSCOhost数据库、Emerald全文数据库等国内外优秀数据库,并辅助其他资料,对近年来国内外组织学习研究现状进行了分析和总结,对未来的组织学习研究进行了展望。     

创业型物流企业组织学习过程与心理分析

论述了创业组织学习的内涵与学习过程及心理分析,分析了创业组织学习与创业绩效的关系。     

浅谈如何提高企业组织学习力

学习力是指一个人、一个企业、一个组织学习的动力、毅力和能力的综合体现，也是将知识资源转化为知识资本的能力。文章就如何提高企业组织学习力作简要分析。     

组织学习方式与知识创新研究综述

本文首先对国内外组织学习方式与知识创新理论进行了分析,从不同角度探讨和比较组织学习方式,并对知识创新理论进行了研究。最后分析组织学习方式与知识创新之间的紧密关系。     

代工企业产品开发能力的提升:社会资本、组织间学习与组织内学习

面对日益增强的全球竞争,代工企业必须不断地进行产品开发能力的提升才能满足国外顾客企业快速变化的需求.为实现这一目的,代工企业需要向国外顾客企业学习.然而,现有研究很少实证探讨这一问题.因此,基于组织学习视角,本文实证探讨了国际代工关系中的社会资本、组织间学习、组织内学习与代工企业产品开发能力之间的关系.通过珠三角143家代工企业的数据收集,研究结果显示代工企业同国外顾客企业之间社会资本显著正向影响双方的组织间学习,组织间学习显著正向影响组织内学习和产品开发能力,组织内学习显著正向影响产品开发能力.     

Strategic alliances,organizational learning,and competitive advantage: The HRM agenda

In the context of strategic alliances that involve competitive collaboration, the competitive advantage of a firm can be protected only through its capability to accumulate invisible assets by a carefully planned and executed process of organizational learning. As this process is embedded in people, many of the necessary capabilities are closely linked to HRM strategies and practice. The article advocates that the transformation of the HR system to support the process of organizational learning is the key strategic task facing the HR function in firms engaged in international cooperative ventures.     

In search of sustained competitive advantage: the impact of organizational culture,competitive strategy and human resource management practices on firm performance

We develop and test a dynamic model of co-specialized resources for competitive advantage. Using matched data from senior executives and human resource managers, we test the direct and interactive effects of high-performance human resource (HPHR) practices and organizational culture on firm performance. Although the HPHR practices were not an important influence on performance, our findings indicate that organizational culture can be a valuable resource for companies.     

The relationship between organizational level and workplace friendship

This study examines the effect of organizational level on workplace friendship, which remains unclear in the organizational literature regarding interpersonal relationships. As was hypothesized, the result from a survey of 288 Taiwanese employees revealed that individuals at higher organizational levels perceived less workplace friendship. The finding does not support the argument that higher levels are presumed to have more workplace friendship in view of their capability of resource-supplying or their being in the centrality of working relationships/networks in their organizations. The workplace of organizational higher levels, and the situations for the finding are also discussed.     

The effect of human resource management practices on the perceptions of organizational and market performance of the firm

The purpose of our study is to extend the emerging empirical literature on the firm‐level impact of human resource management practices. Results based on a national sample of organizations from private and public sectors in Israel indicate that these practices have a significant impact on both the perceived organizational and market performance of the organization. The single independent variable found to be statistically significant in affecting perceived organizational performance was training practices. In the case of perceived market performance, we found that, in addition to training practices, employee selection practices also significantly affected the perceived market performance.¹ © 1999 John Wiley & Sons, Inc.     

The relationship between trust,HRM practices and firm performance

Numerous researchers have begun to examine organizational trust and its influence on the workforce. However, little empirical research has focused on the conditions that engender organizational trust – those that make managers more willing to accept the vulnerability inherent in certain managerial actions that are part of human resource management. This study evaluates the trust mechanism and the way HRM practices mediate its impact on improving organizational performance. One hundred and four HR managers from the leading companies in the Israeli industrial, service and trade sectors, based on sales and operating revenue, completed questionnaires. Overall, we found that HR managers are more likely to offer training and shape the internal promotion system when trust is high. In addition, we found that firms exhibited higher organizational performance when trust is high. The paper also presents some of the model's implications.     

The relationship between new venture entry mode and firm performance

Grounded in the knowledge-based view of the firm, this paper compares the performance outcomes from different modes of new venture entry. Data from new hotels entering the United Kingdom between 2006–2010 was used to explore how entry mode (i.e., franchised or independent) impacts post-entry firm performance. Controlling for market demand and market segments, this study found that affiliation with a franchise made it easier for new owners to ramp up revenues in the first six months if the service had a high level of operational complexity (e.g., full-service hotels). After this initial benefit period no significant performance benefit accrued to branded full-service hotels. In contrast, hotels that offered less complex services obtained higher levels of performance when relying on independent status vs. brand affiliation between six and twenty-four months after entry. Implications of the results are offered in the context of determining the value of explicit versus tacit knowledge obtained from external sources versus going it alone as an entrepreneur.     

The relationship between human resource management practices,business strategy and firm performance: evidence from steel industry in Taiwan

The primary objective of this study is to investigate the relationship between human resource management (HRM) practices, business strategy and firm performance. We examined the following HRM practices: training and development; teamwork; compensation/incentives; HR planning; performance appraisal; and employment security. We surveyed 236 managers working at steel firms in Taiwan to explore their perceptions on the impact of HRM practices and business strategy on firm performance. The results of this study are summarized as follows: (1) HRM practices will be positively related to firm performance; (2) there is a close linkage between HRM practices and business strategy; (3) business strategies will be positively related to firm performance; (4) integrating HRM practices with business strategies will be positively related to firm performance.     

Human resource management and developing proactive environmental strategies: The influence of environmental training and organizational learning

The need to implement advanced approaches to protect the environment is forcing companies to refocus their internal procedures and actions. To match employees' capabilities and the organization itself to these new requirements, the human resource management department can offer some key tools. This article analyzes whether environmental training (ET) and organizational learning (OL) positively influence the development of proactive environmental strategies (PESs) and compares the two processes, which differ in the time, costs, and difficulty required to implement them. Companies in the tourism sector are currently facing a highly dynamic environment where innovativeness is a decisive factor for achieving competitiveness. As such, we analyze whether the presence or absence of innovativeness influences the development of these two mechanisms. Using a sample of 252 tourism companies, we tested these relationships using structural equation modeling. The findings showed that (1) innovativeness is an antecedent of implementing ET and OL in the companies sampled, (2) both mechanisms promote implementing PESs, and (3) ET is equally as effective as OL for this purpose. Managers should take these findings into account when deciding which mechanism to apply when striving to achieve environmental proactivity.     

Exploring the link between organizational values and human resource certification

We contribute to the discussion of human resource (HR) certification by identifying organizational values as a key antecedent to (1) an organization's use of HR certification and (2) whether organizational members choose to pursue HR certification. Building on research which has looked at the influence of organizational values on the behavior and attitudes of the organization and its employees, we propose that key organizational values will influence the extent to which an organization and its members value HR certification. Specifically, we explore the relationship between the organizational values of innovation, people orientation, and stability and the extent to which an organization uses HR certification for selection purposes. In addition, we propose that these key organizational values will also influence whether the organization's members pursue HR certification. Exploring the link between key organizational values and HR certification is critical to our understanding of an organization's HR practices and the behavior of its employees. By taking a more organization focused perspective, we highlight the top-down effects of organizational values on the value of HR certification and call for additional research on the antecedents of the value of HR certification.     

The relationship between HRM avenues of political influence and perceived organizational performance

This article explores the relationship between the human resource management function's access to avenues of political influence and perceived organizational performance. We examine responses from 441 Australian senior HRM managers who participated in an online survey of a national HRM professional association. Drawing from political influence theory, we develop a model and related hypotheses to investigate the impact of opportunities for the HRM function to manage and control the shared meaning of HRM on perceived organizational performance. Although there was no evidence of a moderating effect of avenues of HRM political influence, CEO support and organizational support for HRM predicted perceived organizational performance. HRM representation on the board of directors appears to serve a symbolic function only. Theoretical and practical implications are discussed in response to the identified importance of CEO and organizational support. © 2007 Wiley Periodicals, Inc.