journal review

Topics: Organizational studies, Management, Learning Pages: 13 (4307 words) Published: October 20, 2013

The purpose of this paper is to broaden previous work on organizational learning and the factors that influence learning in organizational settings.

It is generally agreed that earning profits is not a top priority for non-profit organizations in our society but that the main aim of non-profits is to provide services to people by bringing people together to help improve the status of societies, economic and social situations, response efforts to various predictable and unpredictable challenges faced by society, environmental preservation, and other humanitarian efforts geared toward growth, development, and conservation Organizational Learning is thus an essential requirement to help and better equip non-profits to successfully meet these many challenges. Those working in the non-profit sector and experts in the field believe that the importance of learning to non-profit organizations is more pronounced today than ever before. This studies the influence of individual motivation to learn, team dynamics, and organization cultural practices on organization learning sustainability. Moreover, this study is set within the context of the non-profit sector.

This study provides a better understanding of what influences learning in organizations. The study adds on to existing definitions, theories and concepts and enables another depth of understanding to be explored. This study can help differentiate the learning phenomenon that takes place in organizations. Moreover, non-profit organizations as well as managers and leaders would be able to better appreciate the learning that takes place in their organizations and create interventions that would enable them to motivate employees to learn effectively, enhance team dynamics, and shape their organization culture to promote their overall learning performance


Learning in organizations
Learning is a phenomenon that can be dissected and studied at various levels and from different dimensions within an organization setting. Most commonly, researchers and academics view learning in organizations as taking place at three levels, namely at the individual, team, and organization levels. Sessa and London (2006) take a similar viewpoint when trying to understand learning inside an organization. They define individual learning as a continuous cycle that involves a change in an individual’s behavior that is brought about by the on-going quest for knowledge, skills improvement and advancement, and a shift in worldviews. (Marquardt, 1996; Rampersad, 2004; Friedman, 2002; Huysman, 1999; Ortenblad, 2001; Thomas and Allen, 2006; Nonaka, 1994; Argyris and Schon, 1996; Chen, 2005)they defined team learning as individuals that come together to form a system that engages in a process that enables them to learn collectively. Furthermore, they defined organization learning as a collective form of individual learning, the development of culture, continuous improvement, innovation, and systems that learn. Learning in the organization is also seen as something that needs to be looked at collectively from the individual, team, and organization levels. While it can be dissected into different parts and studied individually, a true appreciation for the nature of learning in organizations can only be gained by looking at the different dimensions that influence it.

Individual motivation and learning in organizations
Employees are motivated to learn in an organization for various reasons. Richard Remedios and Nick Boreham (2004) in their study about organization learning and employees’ intrinsic motivation discovered that employees are motivated to engage in learning-related activities for various reasons. Atkinson’s model of achievement motivation is also useful in understanding...

References: Al-Alawi, A.I., Al-Marzooqi, N.Y. and Mohammed, Y.F. (2007), “Organizational culture and knowledge sharing: critical success factors”, Journal of Knowledge Management, Vol. 11 No. 2, pp. 22-42.
Alavi, M., Kayworth, T.R
Bennett, J. (2001), “The relationship between team and organizational learning”, International Journal of Health Care Quality Assurance, Vol. 14 No. 1, pp. 14-20.
Bigge, M.L
Blackler, F. and McDonald, S. (2000), “Power, mastery and organizational learning”, Journal of Management Studies, Vol. 37 No. 6, pp. 833-51.
Bradley, B., Jansen, P
Castka, P., Sharp, J.M. and Bamber, C.J. (2003), “Assessing teamwork development to improve organizational performance”, Measuring Business Excellence, Vol. 7 No. 4, pp. 29-36

Chen, G. (2005), “Management practices and tools for enhancing organizational learning capability”, SAM Advanced Management Journal, Vol. 70 No. 1, pp. 4-21.
Cummings, T.G. and Worley, C.G. (2001), Organization Development and Change, 7th ed., South-Western College Publishing, Cincinnati, OH.
DiBella, N
Eadie, D.C. (1997), Changing by Design: A Practical Approach to Leading Innovation in Non-profit Organizations, Jossey-Bass, San Francisco, CA.
Edmondson, A.C
Friedman, V.J. (2002), “The individual as agent of organizational learning”, California Management Review, Vol. 44 No. 2, pp. 70-89.
Garavan, T.N., Carbery, R
Garvin,D.A.(2000),“Buildingalearningorganization”,inFrench,W.L.,Bell,C.H.andZawacki,R.A. (Eds),Organization Developmentand Transformation: ManagingEffective Change, 5th ed., McGraw-Hill, Singapore, pp. 281-94.
Herzlinger, R.E. (1999), “Can public trust in non-profits and governments be restored?”, in Harvard Business Review (Ed.), Harvard Business Review on Nonprofits, Harvard Business School Press, Boston, MA, pp. 1-27.
Knight, L. and Pye, A. (2005), “Network learning: an empirically derived model of learning by groups of organizations”, Human Relations, Vol. 58 No. 3, pp. 369-92. Koster, F., Stokman, F., Hodson, R. and Sanders,
Lai, M.F. and Lee, G.G. (2007), “Relationships of organizational culture toward knowledge activities”, Business Process Management Journal, Vol. 13 No. 2, pp. 306-22.
Laiken, M.E
Lawrence, T.B., Mauws, M.K. and Dyck, B. (2005), “The politics of organizational learning: integrating power into the 4I framework”, The Academy of Management Review, Vol. 30 No. 1, pp. 180-91.
Lei, D., Slocum, J.W
Letts, C.W., Ryan, W.P. and Grossman, A. (1999), High Performance Nonprofit Organizations: Managing Upstream for Greater Impact, J. Wiley, New York, NY.
Lipshitz, R., Popper, M. and Friedman, V.J. (2002), “A multifacet model of organizational learning”, The Journal of Applied Behavioral Science, Vol. 38 No. 1, pp. 78-98.
Lumsden, G
Marquardt, M.J. (1996), Building the Learning Organization: A Systems Approach to Quantum Improvement and Global Success, McGraw-Hill, New York, NY.
Marsick, V.J
Moustakas, C. (1994), Phenomenological Research Methods, SAGE Publications, London. Nelson, D.L. and Quick, J.C. (2003), Organizational Behavior: Foundations, Realities and Challenges, 4th ed., South-Western, Mason,
O’Brien, C. and Buono, A.F. (1999), “Creating learning organizations: working with organizations to access their collective intelligence”, Organization Development Journal, Vol. 17 No. 4, pp. 103-12.
Ortenblad, A
Osteraker, M.C. (1999), “Measuring motivation in a learning organization”, Journal of Workplace Learning, Vol. 11 No. 2, pp. 73-7.
Patton, M.Q
, L.W., Bigley, G.A. and Steers, R.M. (2003), Motivation and Work Behavior, 7th ed., McGraw Hill, New York, NY.
Rampersad, H.K
Schein, E.H. (1996), “Three cultures of management: the key to organizational learning”, Sloan Management Review, Vol. 38 No. 1, pp. 9-20.
Sekaran, U
Senge, P.M., Dow, M. and Neath, G. (2006), “Learning together: new partnerships for new times”, Corporate Governance, Vol. 6 No. 4, pp. 420-30.
Sessa, V
Simonin, B.L. (1997), “The importance of collaborative know-how: an empirical test of the learning organization”, The Academy of Management Journal, Vol. 40 No. 5, pp. 1150-74.
Szarka, F.E., Grant, K.P
Thomas, K. and Allen, S. (2006), “The learning organization: a meta-analysis of themes in literature”, The Learning Organization, Vol. 13 No. 2, pp. 123-39.
Wexley, K.N
Wolf, T. (1990), Managing a Nonprofit Organization, Simon & Schuster, New York, NY.
Zachary, W.B
Continue Reading

Please join StudyMode to read the full document

You May Also Find These Documents Helpful

  • Consumption Journal Essay
  • Journal Entry Essay
  • Journal Writing Rubric Essay
  • critical review Essay
  • Reflective Journal Essay
  • How to Write a Book Review Essay
  • Benefits of Interim Reviews Essay
  • Performance Review Paper

Become a StudyMode Member

Sign Up - It's Free