What is the impact of training and development activities at work? In the chapter (Dysvik, Carlsen, & Skerlavaj, 2017) published recently in Cambridge handbook of workplace training and employee development, we investigate how training can contribute to development of systems thinking of trainees as seen through three lenses of building impact: the realm of business impact, the realm of beneficiary impact, and the realm of societal impact. Knowledge creation is socially constructed through the development of shared meaning between employees participating in training, their trainers, and their respective colleagues and beneficiaries during and after training program completion. In short, training should be aligned and integrated with the core drivers for organizational performance, and provide employees with a holistic and systemic understanding to act autonomously and proactively in applying relevant training content when deemed relevant.
Source: Dysvik, A., Carlsen, A., Skerlavaj, M. (2017): Rings of fire: Training for systems thinking and broadened impact. In: Brown, K. G. (Ed.): The Cambridge Handbook of Workplace Training and Employee Development. Cambridge University Press, ISBN 9781316091067: p. 471-494.
Fresh from the oven, a book chapter Škerlavaj, M., Dimovski, V. (2009): Organizational Learning and Performance in Two National Cultures: A Multi-group Structural Equation Modeling Approach was published in a book King, W. (2009): Organizational Learning and Knowledge Management, Annals of Information Systems Series, Springer.
This chapter examines the impact of organizational learning on organizational performance in two countries. Using a multi-group structural equation modeling approach on data from 203 Slovenian and 202 Croatian companies, it tests the impact of the organizational learning process on financial and non-financial performance (NFP). The results show consistent findings between both countries under investigation (which vary only in terms of effect strength). First, the organizational learning process connects information processing with behavioral and cognitive changes. Second, organizational learning has a very strong direct impact on NFP (reflecting performance from employee, supplier, and customer points of view). Third, the effect of organizational learning on financial performance (measured in terms of return on assets and value added per employee) is also positive and strong, but indirect and exhibited through NFP. Finally, no direct effect on financial performance has been observed in any of the two cases. This paper advances the theory and practice of organizational learning by uncovering one specific aspect of the context in which organizational learning processes occur. It is the first of its kind to control for the contextual variables of national culture and economic development regarding the organizational learning – performance link.
Hot from the oven! A new book Koohang, A., Harman, K, & Britz, J. (2008). Knowledge Management: Research and Applications, Informing Science Press was just published. As a part of it, Dimovski, V., and Škerlavaj, M. (myself :-)) published a review chapter Organizational Learning as the Key Towards Improved Organizational Performance.
It provides a systematic overview of empirical literature on the impact of organizational learning on performance for the period 1990-2006. It also identify methods used and schools of thought (and measurement). The chapter also provides directions for future research that should take into consideration context, multi-levelness, and network perspective to organizational learning.
The hard copy version of the book can be obtained from Informing Science Press, while e-book will be soon available from Google Books (free of charge).
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