Learning Theories

Organizations vary greatly in all aspects. Establishing an understanding of what influences organizational learning for the vast majority of organizations is extremely valuable. This would allow individuals in many different organizations to benefit from examining some key factors that would increase organizational learning in their setting.

Lohman found the factors of initiative, positive personality traits, commitment to professional development, interest in the profession, self-efficacy, and love of learning enhanced the motivation for informal organizational learning. Conversely, an unsupportive organizational culture, others who were unwilling to participate, lack of time, and lack of proximity with colleagues negatively impacted this organizational learning.

Shipton, Dawson, West, and Patterson investigated the manufacturing environment and found that only two of five variables were associated with organizational learning: approach to human resources management and quality orientation. Profitability, environmental uncertainty, and structure were not significantly related to organizational learning. Albert found that top management support and involvement of consultants also facilitated organizational learning and change.

A European study showed that lack of motivation, extra work, unclear roles, lack of confidence, perception of role, insufficient learning culture, lack of innovation, lack of time, and lack of resources negatively impacted organizational learning. From the positive perspective, motivation, enthusiasm, involvement, clarity, and understanding of role, increased responsibility, perception as a strategic partner, a developed learning culture, senior management support, organization re-structure, job redesign, and investment in human resources, and the learning environment made a significant difference in organizational culture.