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Organizational strategic learning capability: exploring the dimensions

Organizational strategic learning capability: exploring the dimensions PurposeHow to build and enhance the strategic learning capability (SLC) of an organization becomes crucial to both research and practice. This study was designed with the purpose to conceptualize SLC by translating and interpreting the related literature to develop empirical dimensions that could be tested and used in a survey instrument.Design/methodology/approachAn instrument was developed to identify empirical dimensions of SLC. The reliability and validity of the instrument were tested.FindingsThe resulting survey instrument included 59 items, and 49 remained after empirical test. Based on responses on a five-point performance scale, SLC items were identified and prioritized, and seven dimensions were discovered: external focus, strategic dialogue, strategic engagement, customer-centric strategy, disciplined imagination, experiential learning and reflective responsiveness.Originality/valueThe findings of this study extend the knowledge base of multi-disciplines, including strategy management, organizational learning and strategic human resource development (HRD). This study highlights the conceptualization of SLC and importance of the SLC framework in the field of HRD. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png European Journal of Training and Development Emerald Publishing

Organizational strategic learning capability: exploring the dimensions

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
2046-9012
DOI
10.1108/EJTD-08-2016-0061
Publisher site
See Article on Publisher Site

Abstract

PurposeHow to build and enhance the strategic learning capability (SLC) of an organization becomes crucial to both research and practice. This study was designed with the purpose to conceptualize SLC by translating and interpreting the related literature to develop empirical dimensions that could be tested and used in a survey instrument.Design/methodology/approachAn instrument was developed to identify empirical dimensions of SLC. The reliability and validity of the instrument were tested.FindingsThe resulting survey instrument included 59 items, and 49 remained after empirical test. Based on responses on a five-point performance scale, SLC items were identified and prioritized, and seven dimensions were discovered: external focus, strategic dialogue, strategic engagement, customer-centric strategy, disciplined imagination, experiential learning and reflective responsiveness.Originality/valueThe findings of this study extend the knowledge base of multi-disciplines, including strategy management, organizational learning and strategic human resource development (HRD). This study highlights the conceptualization of SLC and importance of the SLC framework in the field of HRD.

Journal

European Journal of Training and DevelopmentEmerald Publishing

Published: Apr 3, 2017

References