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How to improve organizational performance through learning and knowledge?

How to improve organizational performance through learning and knowledge? Purpose – Through investigating the relationship among human resource management (HRM), organizational learning (OL), organizational innovation (OI), knowledge management capability (KMC), and organizational performance (OP), the aim of this paper was to find a way of improving organizational performance through learning and knowledge. Design/methodology/approach – A survey questionnaire was utilized to collect data. The population of this study included 659 employees from electronic industrial listed and over‐the‐counter listed technological companies in Taiwan ( N =208, valid return rate 37.21 percent). Descriptive statistics, exploratory and confirmatory factor analysis, as well as structural equation modeling were used for data analysis. Findings – The results indicate that: HRM strategies result in better organizational learning, organizational innovation, and knowledge management capability, which ultimately contributes to achieving organizational performance; organizational learning improves organizational innovation and accumulates knowledge management capability; organizational innovation results in knowledge management capability development, which contributes to the establishment of organizational development; and technological companies should utilize organizational knowledge in order to enhance organizational performance. Research limitations/implications – The generalization of the present study is constrained by the existence of possible biases of the participants, and the regional‐constrained data which were collected in and thus focused on Taiwan. Thus, the characteristics of the surveyed firms may be different from those in other areas or countries. Managerial implications are presented at the end of the work. Originality/value – This structure has rarely been explored and the findings are particularly useful for management in helping to set human resource management, learning, innovation, knowledge management and organizational performance in a bigger context. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Manpower Emerald Publishing

How to improve organizational performance through learning and knowledge?

Tsung‐Hsien Kuo
International Journal of Manpower , Volume 32 (5/6): 23 – Aug 16, 2011
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References (63)

Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
0143-7720
DOI
10.1108/01437721111158215
Publisher site
See Article on Publisher Site

Abstract

Purpose – Through investigating the relationship among human resource management (HRM), organizational learning (OL), organizational innovation (OI), knowledge management capability (KMC), and organizational performance (OP), the aim of this paper was to find a way of improving organizational performance through learning and knowledge. Design/methodology/approach – A survey questionnaire was utilized to collect data. The population of this study included 659 employees from electronic industrial listed and over‐the‐counter listed technological companies in Taiwan ( N =208, valid return rate 37.21 percent). Descriptive statistics, exploratory and confirmatory factor analysis, as well as structural equation modeling were used for data analysis. Findings – The results indicate that: HRM strategies result in better organizational learning, organizational innovation, and knowledge management capability, which ultimately contributes to achieving organizational performance; organizational learning improves organizational innovation and accumulates knowledge management capability; organizational innovation results in knowledge management capability development, which contributes to the establishment of organizational development; and technological companies should utilize organizational knowledge in order to enhance organizational performance. Research limitations/implications – The generalization of the present study is constrained by the existence of possible biases of the participants, and the regional‐constrained data which were collected in and thus focused on Taiwan. Thus, the characteristics of the surveyed firms may be different from those in other areas or countries. Managerial implications are presented at the end of the work. Originality/value – This structure has rarely been explored and the findings are particularly useful for management in helping to set human resource management, learning, innovation, knowledge management and organizational performance in a bigger context.

Journal

International Journal of Manpower – Emerald Publishing

Published: Aug 16, 2011

Keywords: Human resource management; Organizational learning; Organizational innovation; Knowledge management capability; Organizational performance; Learning; Knowledge management; Taiwan

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