The SSCI publications just keep on comming! This time it is Hernaus, T., Škerlavaj, M., Dimovski, V. (2008): Relationship between Organisational Learning and Performance: The Case of Croatia, Transformations in Business and Economics, 7(22).
The focus of the paper is on the examination of organisational learning (OL) process and its link with organisational performance (OP) which was determined through operationalised OL and OP constructs. The research involved 202 Croatian companies employing more than 50 people. Besides determining the linkage between organisational learning and organisational performance, the research task was to determine which organisational performance measurement variables are the most and the least important, and even further, to identify the best and the worst predictable OP measurement items for each organisational learning variable. The most important finding of the study is the empirical evidence about exsistence of strong, statistically significant, positive relationship between organisational learning and organisational performance. In another words, organisations with development of their learning processes congruently increase their performance. The research also showed that employees’ measures are the most strongly related with organizational learning process.
These days I am attending International Management Teachers Academy @ Bled, Slovenia, organized by Central and East European Association for Management (CEEMAN). It is a great 2-week long event, which reminds me of a crash-course MBA. Top-notch professors J.B. Kassarjian (IMD, Switzerland & Babson College, USA), Joe Pons (AXIOMA Marketing Consultants, previously IESE Barcelona, Spain), Arshan Ahmad (Concordia University, Canada) and Krzystof Obloj (Warswaw University and Kozminsky Business school, Poland) are doing their best to keep busy all 42 participants from 15 countries from dawn till dusk. And what a good job they are doing! 🙂
Seriously speaking (well, writing), workshops such as this are a great motivational tool and self-reflection opportunity. They make you think about your work, yourself, and all the stakeholders that one deals with in a role of professor (students, businesses, faculty,…). Teaching, researching, consulting, and administrative task … they all overlap. One thing is for sure, we are never bored and we always strive for growth and development (of our own and those that we impact). In addition, there has been a lot of work on using case studies to develop skills and attitudes, lots of hands-on experiences, energy and emotions , metaphors and stories involved in the learning process. And lots of networking opportunities with new, interesting people from all around the (eastern) part of the world. So far, I can only use superlatives!