ARTICLE

ORGANIZATIONAL LEARNING AND EFFECTIVENESS THE CASE OF PAKISTANI HEIS

12 Pages : 84-92

http://dx.doi.org/10.31703/gssr.2019(IV-IV).12      10.31703/gssr.2019(IV-IV).12      Published : Dec 2019

Organizational Learning and Effectiveness: The Case of Pakistani HEIs

    Higher education is considered to be the lifeline of the development of any nation. These institutions are not only engaged in disseminating knowledge but are also engaged in shaping human capital for todays knowledge-based economy. These higher learning institutions need to focus on their effectiveness if they want to be learning organizations. The present study focuses on organizational learning for attaining effectiveness. The sample of the study consists of 350 academic staff members of public sector HEIs belonging to Khyber Pakhtunkhawa province of Pakistan. Multiple regression analysis was performed on the data set. The overall results showed a significant direct effect of organizational learning upon organizational effectiveness. The results are significant for the top management.

    (1) Maqsood Haider
    Assistant Professor, Department of Management Sciences, FATA University, FR Kohat, KP, Pakistan.
    (2) Muhammad Aamir
    Assistant Professor,Department of Commerce, Bahauddin Zakariya University, Multan, Punjab, Pakistan.
    (3) Khawar Naheed
    Assistant Professor, Department of Commerce, Bahauddin Zakariya University, Multan, Punjab, Pakistan.
  • Akhtar, C. S., Awan, S. H., Ismail, K, & Naveed, S. (2017). Social capital and the learning organization: is it worth to engage in networking?. International Journal of Learning and Change, 9(3), 208-227.
  • Argyris, C. & Schön, D. (1978). Organizational learning: A theory of action perspective. Reading, Mass: Addison Wesley cited in Ngesu Lewis, Wambua Kyalo Benjamin, Ndiku Juda and Mwaka Marcella (2008). Universities as learning organizations: Implications and challenges. Educational Research and Review 3(9), 289-293.
  • Aydin, B. & Ceylan, A. (2009). Does Organizational Learning Capacity impact on Organizational Effectiveness? Research analysis of the metal industry. Development and Learning in Organizations, 23(3), 21-23.
  • Baiyin, Y., Karen E. Watkins & Victoria J. M. (2004). The Construct of Learning Organization: Dimensions, Measurement and Validation. Human Resource Development Quarterly, 15(1),31-55.
  • Boyett, I. (1997). New Leader, New Culture, Old University. Leadership and Organizational Development Journal, 17(5), 24-30.
  • Cameron, K.S. & Sarah J. F. (1991). Cultural Congruence, Strength, and Type: Relationships to Effectiveness. Research in Organization Change and Development, 5, 1991, 23-58.
  • Chan, C., Lynn C.A., Lim & Siew, K. (2003). Examining the Linkages between Team Learning Behaviors and Team Performance. The Learning Organization, Vol. 10, No. 4, pp. 228-236. Retrieved April 20, 2010 from www.emeraldinsight.com
  • Chun, Y.H. & Hal, G.R. (2005). Goal Ambiguity and organizational Performance in U.S. Federal Agencies. Journal of Public Administration Research and Theory, 15, 529-557.
  • Denison, D.R., & Aneil, K.M. (1995). Towards a Theory of Organizational Culture and Effectiveness. Organizational Science, 6(2) (March-April 1995),204-223.
  • Diamond, I. (2011). Efficiency and Effectiveness in Higher Education Institutions: A Report by the Universities UK Efficiency and Modernisation Task Group. London: Universities UK
  • Dima, J., Yusuf, S., & Charbel, Z. (2009). The Learning Organization: Tracking Progress in a Developing Country. A Comparative Analysis Using DLOQ. The Learning Organization, 16(2), 103-121.
  • Farrukh, M., & Waheed, A. (2015). Learning organization and competitive advantage-An integrated approach. Journal of Asian Business Strategy, 5(4), 73-79.
  • Fey, C. F. & Daniel, R.D. (2003). Organizational Culture and Effectiveness: Can American Theory be applied in Russia? Organizational Science, 14(6), 686-706.
  • Gonda, M.G. (2014). Role of educational institutions in shaping the future of business and society. Procedia Economics and Finance, 11, 635-641.
  • Hayes, J. (2002), Theory and Practice of Change Management. Palgrave Macmillan (UK).
  • Jen-te Yang (2007). The Impact of Knowledge Sharing on Organizational Learning and Effectiveness. Journal of Knowledge Management, 11(2), 83-90.
  • Ji , H., & Song, B.K. (Brian) Joo, and Thomas J. Chermack (2009). The Dimensions of Learning Organization Questionnaire: A Validation Study in a Korean Context. Human Resource Development Quarterly, 20(1), 43-64.
  • Karsli, M.D. & Sahin, S. (2015). A Research for Measuring Administrative Effectiveness. The Anthropologist, 19(2), 479-489.
  • Kenny, J. (2008). Efficiency and Effectiveness in Higher Education: Who is accountable for what?. Australia Universities Review, 50(1), 11-19.
  • Khandekar, A. & Sharma, A. (2006). Organizational Learning and Performance: Understanding Indian Scenario in Present Global Context. Education and Training, 48 (8/9), 682-692.
  • Kris M. Y. Law and Angappa Gunasekaran (2009). Dynamic Organizational Learning: A Conceptual Framework. Industrial and Commercial Training, 41(6), 314-320.
  • Manila S. Austin and Debra A. Harkins (2008). Assessing Change: Can Organizational Learning Work for Schools? The Learning Organization, 15(2), 105-125.
  • McNiff, J. & Whitehead, J. (2000). Action Learning in Organizations. London: Routledge.
  • Naresh Kumar and Khairuddin Idris (2007). An Examination of Educational Institutions' Knowledge Performance: Analysis, Implications and Outlines for Future Research. The Learning Organization, 13(1), 96-116.
  • Nejat, B.H., Harun, S. & Haluk, K. (2007). A Turkish Translation, Validity and Reliability Study of the Dimensions of the Learning Organization Questionnaire. World Applied Sciences Journal 2(4), 368-374.
  • Oppong, S. (2013). Should higher education institutions (HEIS) serve national economic needs? Why and why not. Education Science and Psychology, 25(3), 390-109.
  • Owusu, F. (2004). Organizational Culture and Performance of Public Organizations in Ghana: Some Preliminary Findings http://www.public.iastate.edu/~fowusu/Accra Workshop/Wkshp_Appendix_E.pdf
  • Patterson, G. (1999). The Learning University. The Learning Organization, 6(1), 9-17.
  • Peter, E. (2001). Applying Learning Outcomes Concepts to Higher Education: An Overview. A report submitted to Hong Kong University Grants Committee. Retrieved from http://www.hku.hk/caut/new1/documents/OBA_1st_report.pdf
  • Popper, M., Lipshitz, R. (2000). Installing Mechanisms and Instilling Values: the Role of Leaders in Organizational Learning. The Learning Organization. 7(3), 135-144.
  • Pounder, J. (2001). New Leadership and University Organizational Effectiveness: Exploring the Relationship. Leadership and Organization development Journal, 22 (6), 281-290
  • Pounder, J.S. (2002). Public Accountability in Hong Kong higher Education: Human Resource Management Implications of Assessing Organizational Effectiveness. The International Journal of Public Sector Management. 15(6), 458-474.
  • Psarras, J. (2006). Education and training in the knowledge-based economy. VINE: The journal of information and knowledge management systems, 36(1), 85-96.
  • Pudjiarti, E. S., & Suparjo, S. (2015). Creating Competitive Advantages through Organizational Learning Based on Knowledge Sharing Culture and Altruist Spirit in Private Universities. International Journal of Management Excellence, 5(2), 591-598.
  • Rhodes, J., Peter, L., Richard, Y.H., & Shih, C.F. (2008). An Integrative Model of Organizational Learning and Social Capital on Effective Knowledge Transfer and Perceived Organizational Performance. Journal of Workplace Learning, 20(4), 245-258.
  • Ronald L. B. (2002). Evaluating Quality and Effectiveness: Regional Accreditation Principles and Practices. The Journal of Academic Librarianship, 28(1), 3-7.
  • Senge, P. M. (1990). The Fifth Discipline: The art and practice of the learning organization. London: Random House.
  • Sohail, M. S., Daud, S. & Rajadurai, J. (2006). Restructuring a Higher Educational Institution: A Case Study from a Developing Country. International Journal of Educational Management, 20(4), 279-290.
  • Trivellas, P., & Dimitra, D. (2009). Organizational Culture, Job Satisfaction and Higher Education Service Quality: The Case of Technological Educational Institute of Larissa. The TQM Journal, 21(4), 2009, 382-399.
  • Watkins, K.E., & Victoria, J.M. (2003). Demonstrating the Value of an Organization's Learning Culture: The Dimensions of the Learning Organization Questionnaire. Advances in Developing Human Resources, 5(2), 132-151
  • Yamashita, K. & Spataro, S. (2004). Unstuck: A Tool for Yourself, Your Team, and Your World. Retrieved http://www.exinfm.com/board/complex_adaptive_systems.htm
  • Yeo, R. K. (2006). Learning Institutions to Learning Organizations: Kudos to Reflective Practitioners. Journal of European Industrial Training, 30(5), 396-419.
  • Yeo, R. K. (2007). Change in(ter)ventions to Organizational Learning: Bravo to Leaders as Unifying Agents. The Learning Organization, 14(6), 524-552.

Cite this article

    CHICAGO : Haider, Maqsood, Muhammad Aamir, and Khawar Naheed. 2019. "Organizational Learning and Effectiveness: The Case of Pakistani HEIs." Global Social Sciences Review, IV (IV): 84-92 doi: 10.31703/gssr.2019(IV-IV).12
    HARVARD : HAIDER, M., AAMIR, M. & NAHEED, K. 2019. Organizational Learning and Effectiveness: The Case of Pakistani HEIs. Global Social Sciences Review, IV, 84-92.
    MHRA : Haider, Maqsood, Muhammad Aamir, and Khawar Naheed. 2019. "Organizational Learning and Effectiveness: The Case of Pakistani HEIs." Global Social Sciences Review, IV: 84-92
    MLA : Haider, Maqsood, Muhammad Aamir, and Khawar Naheed. "Organizational Learning and Effectiveness: The Case of Pakistani HEIs." Global Social Sciences Review, IV.IV (2019): 84-92 Print.
    OXFORD : Haider, Maqsood, Aamir, Muhammad, and Naheed, Khawar (2019), "Organizational Learning and Effectiveness: The Case of Pakistani HEIs", Global Social Sciences Review, IV (IV), 84-92
    TURABIAN : Haider, Maqsood, Muhammad Aamir, and Khawar Naheed. "Organizational Learning and Effectiveness: The Case of Pakistani HEIs." Global Social Sciences Review IV, no. IV (2019): 84-92. https://doi.org/10.31703/gssr.2019(IV-IV).12