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Journal of Global Business Management ISSN 1817-3179 |
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A Place for academic improvement in the field of global management! Helping you to diagnose and to manage your global business! |
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CALL PAPER JOURNAL SUBMISSION DEADLINE : October 12, 2008 Papers will be published in JGBM, Vol. 4, Num. 2, October, 2008 |
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The Journal of Global Business Management @ 2005 .All Rights Reserved. |
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The Differential Effects of Creative Organizational Climate and Organizational Commitment on Learning Organization (Main Title: 16pt:Bold) (one space) Dr. Sarminah Samad, Universiti Teknologi MARA, Malaysia (Bold: 10pt: Title Case) (two spaces) ABSTRACT
The purpose of this paper was to examine the differential effects of creative organizational climate and organizational commitment on learning organization. The sample consisted of 584 lower and higher level managers in Telecom Malaysia (TM). The study revealed that creative organizational climate and organizational commitment were positively and significantly related to learning organization. Therefore they had a significant effect on learning organization. On the other hand, the results found that creative organizational climate had more effect on learning organization than from affective and continuance commitment. Hence, all hypotheses were supported. Based on the implications of the research findings, several recommendations are discussed. (one space) INTRODUCTION (Title: 10pt: Centered: Capital: Bold) (one space) (Text: 10pt: Roman Times font: Justified: Indentation: 0.5 inches) Drastic change has altered the traditional face of the work place of telecommunication industry in Malaysia. The economic crisis in 1997 has changed rapidly the environment and management concepts in most private organization (Abidin, 1999). One of the greatest changes was the concept of work that changed from life long employment to life long career. This paradigm focuses more on the responsibility of individual employee. After few years of organizational restructuring and work reengineering, telecommunication companies in Malaysia are regaining their competitiveness in the global economy. Therefore, in search for greater efficiency and high performance, many telecommunication companies continue to redesign and automate process and operation, resulting in a reduction of employees. (one space) LITERTURE REVIEW (Title: 10pt: Centered: Capital: Bold) (one space)
For the past few decades, considerable interest has been devoted to the concept of learning organization (Schein, 1993). According to Geus (1988), the large interest in this topic appears to be a result of the link found between learning organization and the success in changing environment and the ability of a workforce in an organization to learn faster than those in other organizations constitutes the only sustainable competitive advantage at the disposal of a learning organization. According to Sandelands (1999) companies that are not able to embrace learning and knowledge generation at the organizational level simply will disappear. Confessore and Kops (1998) described learning organization as an environment in which it is structured in order to allow teamwork, collaboration, creativity and processed knowledge that have a collective meaning and value. Marquardt (2002) stressed that in a learning organization, the corporate culture is one in which learning is recognized as absolutely critical for business success. Accordingly learning can occur at individual, group and organizational levels with the roles to develop the capacity to encourage and maximize learning at these levels.
Factors affecting Learning Organization (Sub-Title: 10pt: Aligned Left: Title Case: Bold) (Text: 10pt: Roman Times font: Justified: Indentation: 0.5 inches) Organization needs to provide activities for employees as well as providing an environment and climate or condition that facilitates or inhibits learning (Knowles, 1984). Merriam and Caffarella (1991) suggested three main factors that influence learning in an organization: (1) people who can influence the learning process, including trainers and supportive middle and top management, (2) mission and operating procedures to guide policy and (3) the culture or shared values that frame organizational actions. (one space) |
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Table 2: Intercorrelations Among Independent and Dependent Variables(Figure, Table: 10pt: Centered)
Note, * p< .05 REFERENCES(10pt: Centered: Bold: Capital) (One space) (Text: 10 pt: Times font; APA style preferred) Abidin,M.Z. (1999). The financial crisis and in Malaysia: The economic and political consequences. http://wwwjscassg/pub.html. Allen, N.J. & Meyer, J.P. (1990). A cross-national perspective on managerial problems in an non western country. The Journal of Social Psychology, 136 (2), 165-172. Brown, M. M. and Brudney, J.L. (2003). Learning organizations in the public sector : A study of police agencies employing information and technology to advance knowledge. Publiv Administration Review, 63 (1) 30-43. Confessore, S. J. and Kops, W.J. (1998). Self-directed learning and the learning organization: Examining the connection between the individual and the learning environment. Human Resource Development Quarterly, 9(4), 38. Edmondson, A.C. (2002). The local and variegated nature of learning in organizations: A group-level perspective. Organization Science, 13, 128-146. |
