Assessment of development of the learning organization concept in Jordanian industrial companies
Purpose - The purpose of this research is to examine the impact on organizational performance of the application of management and human resource practices, and to attempt to outline key elements and assess development of the learning organization (LO) concept in Jordan.Design methodology approach -...
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| Veröffentlicht in: | The learning organization 2006-01, Vol.13 (5), p.455-474 |
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| container_end_page | 474 |
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| container_issue | 5 |
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| container_title | The learning organization |
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| creator | Abu Khadra, Marah F Rawabdeh, Ibrahim A |
| description | Purpose - The purpose of this research is to examine the impact on organizational performance of the application of management and human resource practices, and to attempt to outline key elements and assess development of the learning organization (LO) concept in Jordan.Design methodology approach - The tool described in this article assesses relationships between LO practices and financial and operational performance measures. The empirical research aims at deconstructing the LO formation through the development and validation of a conceptual model. A total of 41 companies belonging to large industrial sectors in Jordan participated in a survey by responding to a research questionnaire.Findings - The outcomes of the study indicate that the LO concept can be explored in Jordanian industry using eight constructs. These constructs were found to be strongly correlated. In general, this study identifies basic steps in the process of transformation into a learning organization in Jordan.Originality value - The study identifies the sequence of stages in the process of transformation into a learning organization in Jordan, which might be regarded as a developing country. The study culminated in a novel measurement instrument to evaluate learning organizations. Application of the tool facilitated LO constructs to be analyzed. |
| doi_str_mv | 10.1108/09696470610679983 |
| format | Article |
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The empirical research aims at deconstructing the LO formation through the development and validation of a conceptual model. A total of 41 companies belonging to large industrial sectors in Jordan participated in a survey by responding to a research questionnaire.Findings - The outcomes of the study indicate that the LO concept can be explored in Jordanian industry using eight constructs. These constructs were found to be strongly correlated. In general, this study identifies basic steps in the process of transformation into a learning organization in Jordan.Originality value - The study identifies the sequence of stages in the process of transformation into a learning organization in Jordan, which might be regarded as a developing country. The study culminated in a novel measurement instrument to evaluate learning organizations. 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The empirical research aims at deconstructing the LO formation through the development and validation of a conceptual model. A total of 41 companies belonging to large industrial sectors in Jordan participated in a survey by responding to a research questionnaire.Findings - The outcomes of the study indicate that the LO concept can be explored in Jordanian industry using eight constructs. These constructs were found to be strongly correlated. In general, this study identifies basic steps in the process of transformation into a learning organization in Jordan.Originality value - The study identifies the sequence of stages in the process of transformation into a learning organization in Jordan, which might be regarded as a developing country. The study culminated in a novel measurement instrument to evaluate learning organizations. Application of the tool facilitated LO constructs to be analyzed.</description><subject>Administration</subject><subject>Assessment</subject><subject>Companies</subject><subject>Competitive advantage</subject><subject>Continuous improvement</subject><subject>Corporate culture</subject><subject>Correlation</subject><subject>Educational Environment</subject><subject>Evaluation</subject><subject>Foreign Countries</subject><subject>Industry</subject><subject>Jordan</subject><subject>Knowledge management</subject><subject>Knowledge sharing</subject><subject>Learning</subject><subject>Learning organizations</subject><subject>Lifelong Learning</subject><subject>Organization theory</subject><subject>Organizational Change</subject><subject>Organizational learning</subject><subject>Organizational performance</subject><subject>Personnel Management</subject><subject>Quality management</subject><subject>Strategic planning</subject><subject>Studies</subject><subject>Total quality</subject><subject>Total Quality Management</subject><issn>0969-6474</issn><issn>1758-7905</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2006</creationdate><recordtype>article</recordtype><sourceid>ABUWG</sourceid><sourceid>AFKRA</sourceid><sourceid>AZQEC</sourceid><sourceid>BENPR</sourceid><sourceid>CCPQU</sourceid><sourceid>DWQXO</sourceid><sourceid>GNUQQ</sourceid><recordid>eNqNkU1v1DAQhiMEEkvhByBxiDhwIjD-to9VKR-rSlyKys14nUlxSexgZxHw6_Fq2x5apPY0mnmfd_SOpmmeE3hDCOi3YKSRXIEkIJUxmj1oVkQJ3SkD4mGz2uldBfjj5kkpFwBAqCCr5tthKVjKhHFp09D2-AvHNF-1y3dsR3Q5hnjepnzuYvjrlpBi61P0OC9tiO065b4KLtam35YlBzdWfZrrEMvT5tHgxoLPLutB8-X98enRx-7k84dPR4cnnRdAl871jtX0oBwVzIHmm14j4AYkExsgSntPBm_qjV5TiVo54L2UVEs-GOM1O2he7ffOOf3cYlnsFIrHcXQR07ZYoaTUBuBOkFEjpSD3AAlQ4IxX8OUN8CJtc6zXWkqEFFooWiGyh3xOpWQc7JzD5PIfS8DuXmhvvbB6Xuw9mIO_5o_XWtWQu4DdXg5lwd_Xuss_rFRMCcvPqP0q1-ZMcWnfVR4u102Y3djfK8Hr_1tuoXbuB_YPVU7Bzw</recordid><startdate>20060101</startdate><enddate>20060101</enddate><creator>Abu Khadra, Marah F</creator><creator>Rawabdeh, Ibrahim A</creator><general>Emerald Group Publishing Limited</general><general>Emerald</general><scope>BSCLL</scope><scope>7SW</scope><scope>BJH</scope><scope>BNH</scope><scope>BNI</scope><scope>BNJ</scope><scope>BNO</scope><scope>ERI</scope><scope>PET</scope><scope>REK</scope><scope>WWN</scope><scope>AAYXX</scope><scope>CITATION</scope><scope>0-V</scope><scope>0U~</scope><scope>1-H</scope><scope>7WY</scope><scope>7WZ</scope><scope>7XB</scope><scope>8AO</scope><scope>8FI</scope><scope>ABUWG</scope><scope>AFKRA</scope><scope>ALSLI</scope><scope>AZQEC</scope><scope>BENPR</scope><scope>BEZIV</scope><scope>CCPQU</scope><scope>CJNVE</scope><scope>CNYFK</scope><scope>DWQXO</scope><scope>E3H</scope><scope>F2A</scope><scope>FYUFA</scope><scope>F~G</scope><scope>GNUQQ</scope><scope>K6~</scope><scope>L.-</scope><scope>L.0</scope><scope>M0C</scope><scope>M0P</scope><scope>M0T</scope><scope>M1O</scope><scope>PQBIZ</scope><scope>PQEDU</scope><scope>PQEST</scope><scope>PQQKQ</scope><scope>PQUKI</scope><scope>Q9U</scope><scope>7TA</scope><scope>8FD</scope><scope>JG9</scope></search><sort><creationdate>20060101</creationdate><title>Assessment of development of the learning organization concept in Jordanian industrial companies</title><author>Abu Khadra, Marah F ; Rawabdeh, Ibrahim A</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c502t-ada370607a253a084bd8e0eb0635b0178cc1fc9964c826e87a04d662864f99c83</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2006</creationdate><topic>Administration</topic><topic>Assessment</topic><topic>Companies</topic><topic>Competitive advantage</topic><topic>Continuous improvement</topic><topic>Corporate culture</topic><topic>Correlation</topic><topic>Educational Environment</topic><topic>Evaluation</topic><topic>Foreign Countries</topic><topic>Industry</topic><topic>Jordan</topic><topic>Knowledge management</topic><topic>Knowledge sharing</topic><topic>Learning</topic><topic>Learning organizations</topic><topic>Lifelong Learning</topic><topic>Organization theory</topic><topic>Organizational Change</topic><topic>Organizational learning</topic><topic>Organizational performance</topic><topic>Personnel Management</topic><topic>Quality management</topic><topic>Strategic planning</topic><topic>Studies</topic><topic>Total quality</topic><topic>Total Quality Management</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Abu Khadra, Marah F</creatorcontrib><creatorcontrib>Rawabdeh, Ibrahim A</creatorcontrib><collection>Istex</collection><collection>ERIC</collection><collection>ERIC (Ovid)</collection><collection>ERIC</collection><collection>ERIC</collection><collection>ERIC (Legacy Platform)</collection><collection>ERIC( SilverPlatter )</collection><collection>ERIC</collection><collection>ERIC PlusText (Legacy Platform)</collection><collection>Education Resources Information Center (ERIC)</collection><collection>ERIC</collection><collection>CrossRef</collection><collection>ProQuest Social Sciences Premium Collection</collection><collection>Global News & ABI/Inform Professional</collection><collection>Trade PRO</collection><collection>ABI/INFORM Collection</collection><collection>ABI/INFORM Global (PDF only)</collection><collection>ProQuest Central (purchase pre-March 2016)</collection><collection>ProQuest Pharma Collection</collection><collection>Hospital Premium Collection</collection><collection>ProQuest Central (Alumni Edition)</collection><collection>ProQuest Central UK/Ireland</collection><collection>Social Science Premium Collection</collection><collection>ProQuest Central Essentials</collection><collection>ProQuest Central</collection><collection>Business Premium Collection</collection><collection>ProQuest One Community College</collection><collection>Education Collection</collection><collection>Library & Information Science Collection</collection><collection>ProQuest Central Korea</collection><collection>Library & Information Sciences Abstracts (LISA)</collection><collection>Library & Information Science Abstracts (LISA)</collection><collection>Health Research Premium Collection</collection><collection>ABI/INFORM Global (Corporate)</collection><collection>ProQuest Central Student</collection><collection>ProQuest Business Collection</collection><collection>ABI/INFORM Professional Advanced</collection><collection>ABI/INFORM Professional Standard</collection><collection>ABI/INFORM Global</collection><collection>Education Database</collection><collection>Healthcare Administration Database</collection><collection>Library Science Database</collection><collection>ProQuest One Business</collection><collection>ProQuest One Education</collection><collection>ProQuest One Academic Eastern Edition (DO NOT USE)</collection><collection>ProQuest One Academic</collection><collection>ProQuest One Academic UKI Edition</collection><collection>ProQuest Central Basic</collection><collection>Materials Business File</collection><collection>Technology Research Database</collection><collection>Materials Research Database</collection><jtitle>The learning organization</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Abu Khadra, Marah F</au><au>Rawabdeh, Ibrahim A</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><ericid>EJ873290</ericid><atitle>Assessment of development of the learning organization concept in Jordanian industrial companies</atitle><jtitle>The learning organization</jtitle><date>2006-01-01</date><risdate>2006</risdate><volume>13</volume><issue>5</issue><spage>455</spage><epage>474</epage><pages>455-474</pages><issn>0969-6474</issn><eissn>1758-7905</eissn><abstract>Purpose - The purpose of this research is to examine the impact on organizational performance of the application of management and human resource practices, and to attempt to outline key elements and assess development of the learning organization (LO) concept in Jordan.Design methodology approach - The tool described in this article assesses relationships between LO practices and financial and operational performance measures. The empirical research aims at deconstructing the LO formation through the development and validation of a conceptual model. A total of 41 companies belonging to large industrial sectors in Jordan participated in a survey by responding to a research questionnaire.Findings - The outcomes of the study indicate that the LO concept can be explored in Jordanian industry using eight constructs. These constructs were found to be strongly correlated. In general, this study identifies basic steps in the process of transformation into a learning organization in Jordan.Originality value - The study identifies the sequence of stages in the process of transformation into a learning organization in Jordan, which might be regarded as a developing country. The study culminated in a novel measurement instrument to evaluate learning organizations. Application of the tool facilitated LO constructs to be analyzed.</abstract><cop>Bradford</cop><pub>Emerald Group Publishing Limited</pub><doi>10.1108/09696470610679983</doi><tpages>20</tpages></addata></record> |
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| ispartof | The learning organization, 2006-01, Vol.13 (5), p.455-474 |
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| source | Emerald A-Z Current Journals; Standard: Emerald eJournal Premier Collection |
| subjects | Administration Assessment Companies Competitive advantage Continuous improvement Corporate culture Correlation Educational Environment Evaluation Foreign Countries Industry Jordan Knowledge management Knowledge sharing Learning Learning organizations Lifelong Learning Organization theory Organizational Change Organizational learning Organizational performance Personnel Management Quality management Strategic planning Studies Total quality Total Quality Management |
| title | Assessment of development of the learning organization concept in Jordanian industrial companies |
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