This study sought to compare the 2010-2014 performance of publicly traded companies that have a mature organizational learning culture to publicly traded companies that do not have a mature organizational learning culture. The researcher used receipt of a major organizational learning award as a proxy to indicate the presence of a mature organizational learning culture. The quantitative research design employed objective measures of financial performance and labor productivity as dependent variables and ANOVA to compare the performance of the two groups. The analysis generated mixed findings. The majority of hypothesis testing findings indicated no difference in performance based on the presence of a mature learning culture. However, when the sample was limited to companies with 1,000 or more employees, 32% of the hypothesis tests produced significant findings. The research findings provided strong empirical support for previous authors who concluded organizational learning cultures, per se, do not directly affect organizational performance. However, the findings also indicated the study of organizational learning cultures should be approached with research designs that rely on objective measures and incorporate a variety of variables and company attributes.
|Adviser||Earl H. Levith|
|Subjects||Management; Organizational behavior|
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