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- Publisher
- Emerald Publishing
- Copyright
- Copyright © 2003 MCB UP Ltd. All rights reserved.
- ISSN
- 0969-6474
- DOI
- 10.1108/09696470310457487
- Publisher site
- See Article on Publisher Site
Abstract
This research examines the principal assumption underlying the learning organization literature that organizational learning leads to increased organizational performance and explores the role of organizational learning, culture and focused learning on organizational performance. The study is based on a stratified sample of 181 UK construction firms and adopts a structural equation methodology. As no scales exist from prior research, a new instrument is developed for a learning organization. The results suggest that double‐loop learning and cooperative cultures have a positive effect on organizational performance. The effect of competitive forces means that organizational learning focused on efficiency and proficiency leads to competitive advantage in the UK construction industry.
Journal
The Learning Organization – Emerald Publishing
Published: Feb 1, 2003
Keywords: Learning organizations; Cognition; Corporate culture; Competitive advantage; Organizational performance; Kaizen