Download fulltext HTML
Ilfandy Imran, A. (2019). Factors Influencing Academicians’ Organizational Learning and Its Impact on Job Performance. KnE Social Sciences, 3(15), 171–178. https://doi.org/10.18502/kss.v3i15.4364

https://doi.org/10.18502/kss.v3i15.4364

statistics

  • 199 Abstract Views
  • 258 PDF Views
  • 0 HTML Views

authors

  • A Ilfandy Imran
    No author data available.

Published Date

  • Mar 31, 2019

Factors Influencing Academicians’ Organizational Learning and Its Impact on Job Performance

KnE Social Sciences / International Conference on Educational Science and Training (The First ICEST) / Pages 171–178

Abstract

This research aims at studying academicians’ organizational learning, the factors influencing it, as well as its impact on their job performance. Organizational development is often depending on organization’s capabilities to adapt with rapid process of creating, retaining, and transferring knowledge which often called organizational learning. To identify the factors contributing towards organizational learning this research focuses on two contextual factors, namely, communication technology and networking. These factors are believed to have a significant impact on developing a conducive organizational learning. As the outcome of the study, this paper raised the potential of organizational learning influence on job performance within the working environment. Based on these assumptions, the hypotheses are formulated and conceptual framework is developed and proposed. To validate its model, this research was set to investigate this particular phenomenon on the context of higher learning institutions on two similar, yet distinctive working environments, such as, in Indonesia and Malaysia. As part of its methodological approach, this research employs a quantitative research design and applies inferential statistics as its data analysis. Based on the questionnaire filled by 237 lecturers, the findings validated the significant influence of both contextual factors on the organizational learning, as well as the impact of organizational learning on job performance. A comparative analysis was also used to indicate differentiations between lecturers from both countries.


 


 


Keywords: Academicians, Organizational Learning, Communication Technology, Networking, Job Performance

References
[1] F. Alipour, K. Idris, and R. Karimi, “Knowledge Creation and Transfer: Role of Learning Organization,” International Journal of Business Administration, Vol. 2, No. 3, 2011, pp. 61-67.


[2] L. Argote, “Organizational Learning Research: Past, Present and Future,” Management Learning, 42, Vol. 4, 2011, pp. 439-446.


[3] L. Argote, and P. Ingram, “Knowledge transfer: A basis for competitive advantage in firms,” Organizational Behavior and Human Decision Processes, 82, Vol. 1, 2000, pp. 150-169.


[4] M. L. Forret, and T. W. Dougherty, “Correlates of networking behavior for managerial and professional employees,” Group & Organization Management, 26, No. 2, 2001, pp. 283-311.


[5] S. C. Janasz, S. E. Sullivan, and V. Whiting, “Mentor networks and career success: Lessons for turbulent times,” Academy of Management Executive, 17, No. 1, 2003, pp. 78-93.


[6] S. Koonsri, “Organizational development with information technology,” 2005. Retrieved September 23, 2017 from http://www.hrcenter.co.th/column_detail. php?column_id=440&page=1


[7] S. M. Sincero, 2012, “Methods of Survey Sampling.” Retrieved September 23, 2017 from https://explorable.com/methods-of-survey-sampling


[8] J. Sungkhawan, “Learning organization toward innovative organization,” Thailand Investment Promotion Journal, 19, No. 6, 2008, pp. 63-64.


[9] C. Thianthai, “Management: An Executive Perspective,” 3rd ed., 2007, Bangkok: Mcgraw-Hill.