Date of Award
Doctor of Philosophy (PhD)
Human Resource Education and Workforce Development
Elwood F. Holton, III
A field study examined the effects of Learning Organization variables on organizational learning and on performance drivers. Four hundred and thirty-nine employees of a nuclear power-production facility completed inventories asking about perceptions of the organization. Variables measured through a learning lens included leadership, culture, mission and strategy, management practices, organizational structure, organizational systems, climate, motivation, learning, innovation, and external alignment Hierarchial regression analyses were employed to examine the role of organizational variables in explaining variance in learning, innovation, and external alignment. Variables were entered into regression models based on the Byrke-Litwin Model of organizations. The study also examined the role of learning in predicting innovation and external alignment which are classified as organizational performance drivers. Results supported 30 of 42 hypotheses. Findings suggest strong consistent roles for leadership, culture, mission and strategy, and structure in explaining learning. Management practices, climate, motivation were less effective in predicting learning. An unexpected result was the nonsignificant role of organizational systems. Learning was important in both innovation and external alignment, A path model based on the findings of the study is hypothesized. Recommendations for future research are presented.
Kaiser, Sandra grin Mae, "Mapping the Learning Organization: Exploring a Model of Organizational Learning." (2000). LSU Historical Dissertations and Theses. 7203.