In study, quantitative research design is used.
- Paper statistics.
- quotations in research papers.
- Solving Problems Systematically.
- The Learning Organization.
Instrument is integrated 65 items. Instrument contains three parts, 1 Organizational Learning, 2 financial Performance and 3 Leadership. Correlation Analysis of each items of major variable confirms the moderate relationships between them. Data is collected from population of employees of telecommunication companies in Faisalabad, Pakistan.
Results and discussion of the study discuss that research fulfill the objectives of the study. Companies can use these findings in future to analyze themselves from wider perspectives. Due to some limitations of study, this research suggests some future recommendations. Due to limited time and other resources, research was limited to small population and sample size. In future, research can be conducted for large population.
Peter Senge and the learning organization
The data were analysed using SPSS??. The parametric single-sample t-test and multiple regression were used to test the hypotheses. The results indicated that, firstly, there was a significant relationship between the dimensions of learning organizations and readiness-to-change. Secondly, there is not a significant relationship between dimensions of the domain of actions and readiness-to-change. Thirdly, there is a significant relationship between the dimensions of the domain of sentiments with readiness-to-change.
The examination of learning culture facilitated the understanding of how members within the organization perceived their learning culture, and subsequently its relationship to their use of the innovation. The analysis of concerns illustrated the fit between the innovation and feelings and perceptions of the individual members about the innovation. On an individual organizational basis, the regression analyses showed that the model was able to explain the variance in use of innovation in each organization.
However, a comparison of regression weights across the organizations told a very different story. The results showed that the combination of variables that explained the use of innovation varied radically from organization to organization.
The findings raised questions about appropriate levels of analyses for such studies. The study suggests that theories that try to explain organizational innovation implementation be tested across organizations and take into account organizational context. Otherwise, they could lead to inaccurate conclusions. Skip to Main Content.