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The effect of organizational learning on the performance of small and medium enterprises in Ardabil province

Number of pages: 84 File Format: word File Code: 31127
Year: 2013 University Degree: Master's degree Category: Management
Tags/Keywords: Company performance - Environmental dynamics - Human resources - Improve performance - Organizational learning - Public administration
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  • Summary of The effect of organizational learning on the performance of small and medium enterprises in Ardabil province

    Academic Thesis for Master's Degree

    Public Administration, Human Resources Orientation

    Abstract

    Organizations need to improve their performance in order to maintain survival and progress. This research was conducted in order to investigate the effect of organizational learning on the performance of small and medium enterprises in Ardabil province. The descriptive research method was of the correlation type, and the statistical population of the research consisted of small and medium-sized companies in Ardabil province, which according to the statistics was 91 companies. From this number, 52 companies were selected using the Karjesi and Morgan table and with a simple random sampling method in which the names of all the companies were written and thrown into a bag, and 52 companies were selected with closed eyes. The required information was collected through Bakker's organizational learning questionnaires, Cincola and Nordwyer's, Miller's environmental dynamics questionnaire and Hsu's performance questionnaire. The face validity of the questionnaires has been confirmed by experts and professors, especially supervisors and consultants, and its reliability coefficient using Cronbach's alpha is 87., 83., and 90. respectively. was obtained, then the data were analyzed using descriptive statistics (mean and standard deviation) and inferential statistics methods (significance test of Pearson's correlation coefficient and multivariate regression). Based on the results obtained, there is a significant and positive relationship between organizational learning and environmental dynamics with performance, and the regression results showed that organizational learning and environmental dynamics are significant predictors of organizational performance.

    Key words: Organizational learning, environmental dynamics, organizational performance. First chapter

    Research overview

    -Introduction

    Trying for better performance is a subject that is the great expectation of all stakeholders of the organization, including customers, employees and shareholders (Kerntier [1], 2001). Performance can be considered as behavior (the way organizations, groups and individuals do work). Camp Bell believes that performance is behavior and should be distinguished from results because systemic factors can distort results. If performance is defined in a way that includes both behavior and results, a more comprehensive view is obtained (Neely [2] et al., 2002). There are many factors related to organizational performance, one of which is organizational learning. Organizational learning is largely related to the desire and market orientation of an organization and is defined as the organization's ability to process market information (Sentos et al.[3], 2005). The organization's ability to learn is viewed as a source of sustainable competitive advantage, and this is because "if organizations of any type do not acquire the ability to continuously adapt to the highly unpredictable future, they will not survive, let alone grow". In general, organizational learning is a process of creating and creating knowledge through "acquiring information about world conditions and And improvement is defined by the type of work of that organization (Cohen[4], 1991). This chapter includes the statement of the problem, the importance and necessity of conducting research, research objectives, research questions, and conceptual and operational definitions of research terms.

                   

    1-2- Statement of the problem

    Organizations need to continuously improve their performance in order to maintain survival and progress, and human resources are considered the fundamental capital of organizations and the origin of any transformation and innovation in them. In this regard, the educational system of any country has the highest ratio among government organizations and institutions in terms of manpower and jobs created in it (Asgarpour, 2006).

    Performance can be evaluated with various indicators, which in this research is the performance which is the dependent variable of the research with the indicators of (1) employee satisfaction and productivity (2) provision of quality services (3) profitability and so on. We evaluate and measure qualitatively (Hsu[5], 2008). Every active organization that operates in a dynamic environment and strives to achieve and maintain competitive advantages must strive to improve its organizational knowledge base;  Therefore, it requires an appropriate organizational learning orientation (Weir and Mason [6], 1988); (Weir et al., 2000).  A large number of SMEs [7] are facing challenging, unstable and unbridled environments and will require effective organizational learning because general organizational learning is a key factor for innovation and performance not only in large organizations and companies but also in SMEs.Organizational learning requires a clear emphasis on the market and customers, which enables SMEs to respond to market developments and customer needs (Nasoshan [8]; Matanda and Endo BC [9], 2011).  In this research, organizational learning is considered as an independent variable and environmental dynamics as a moderating variable. Small and medium companies and organizations are defined based on different criteria. Some of these criteria are: the amount of employment, the amount of capital, the amount of production, the type of technology and whether the products are exported or not, the amount of financial turnover, etc.  Therefore, each country has provided a definition of these companies according to its own conditions; For example, in the United States, companies with less than 500 employees are called small companies; While in Germany, companies with less than 10 employees are considered small and between 10 and 499 employees are medium companies. (Ebrahimi, Mardani, 1381) Although these quantitative definitions make the division easier to some extent, quantitative criteria are not always a suitable method for classifying companies; For example, a steel company with a total of 500 employees is considered a medium-sized company in the steel industry, while a service company such as a financial consulting company with about 500 employees is considered a large company in its field. Therefore, the quality and qualitative characteristics of companies are also important (Melkinejad, 2015). A brief look at the structure of the economic system of different countries will make us more familiar with the importance and position of small and medium-sized companies. Today, small and medium-sized enterprises are considered as the growth factor of the industrial structure of many countries. For this reason, there is currently an unprecedented enthusiasm and desire for small industries in many countries of the world. In Taiwan, 90% of exports are provided by this sector. Taiwan's experience made many countries like Singapore and Malaysia to move their economy towards small and medium-sized enterprises. It is enough that there are at least 2.3 million small and medium-sized enterprises in Germany, and their number of employees is 70%. In the United States, there are about 25 million small and medium-sized enterprises. These companies alone provide half of the United States' gross domestic product 96% of the country's total exports are produced by these companies. In Iran, about 99.7% of the country's industrial workshops are organizations with less than 50 employees, and these small organizations make up 53.8% of the country's industrial production value (Ebrahimi et al., 2011). In our country, these companies have not found their main place in the economic system?

    What factors are effective in improving the performance of these companies? Why do some of them perform better than others in a similar industry? Therefore, due to the importance of the topic and because no research has been conducted on organizational learning in companies in Ardabil province, this research is conducted on 91 small and medium-sized companies in Ardabil province, where the maximum number of employees in small companies is 20 people and the maximum number of employees in medium-sized companies is 200 people.

    Humans in all organizations are considered as an important factor in advancing organizational goals. For this reason, in order to increase the efficiency and productivity, one should know the psychological and influencing factors of the employees' efficiency and plan programs to improve their excellence and improve the organization. On the other hand, despite the ever-increasing competition in the world of work, organizations should focus on evaluating factors that will ultimately lead to an increase in their job performance and effectiveness. For most organizations, the performance of employees is the most important determinant of the organization's success. The importance of examining organizational performance as a key factor in productivity and an important and essential consequence for the organization is quite clear and specific, and this has made this variable one of the most important variables of interest to industrial and organizational psychologists (Ferris [10], 2008).

  • Contents & References of The effect of organizational learning on the performance of small and medium enterprises in Ardabil province

    List:

    Abstract ..1

         Chapter One: Research Overview

    1-1- Introduction..3

    1-2- Statement of the problem.3

    1-3- Importance and necessity of research.5

    1-4- Research objectives.6

    1-5- Theoretical framework of research.7

    1-6- Research assumptions. 8

    1-7- Conceptual and operational definitions of research variables. 8

    1-8- Scope of research. 9

         Chapter Two: Research background

    2-1- Introduction..11

    2-2- First part: Theoretical foundations of organizational learning.

    2-2-1- Definition of learning and organizational learning.11

    2-2-2- Definition of learning organization. 12

    2-2-3- Difference between organizational learning and learning organization. 13

    2-2-4- Types of learning levels and their differences. 14

    2-2-5- Levels of organizational learning from Peter Sange's point of view. 16

    2-2-6- Organizational learning ability. 16

    2-2-7- Elements The principle of learning from Peter Sange's point of view. 18

    2-2-8- Methods of promoting organizational learning from Armstrong's point of view. 18

    2-2-9- The stages of organizational learning capabilities from Jung and Arthur's point of view. 19

    2-2-10- The stages of organizational learning from Garvin's point of view. 19

    2-2-11- The dimensions of organizational learning from Vick and Leon's point of view. 19

    2-2-12- The components of organizational learning from the perspective of Gomes et al.20

    2-2-13- The dimensions of organizational learning from Nifa's perspective.21

    2-2-14- The components of organizational learning from the perspective of Peter Senge.22

    2-3- The second part: Theoretical foundations of environmental dynamics.23

    2-3-1- Dynamics 24

    2-3-2- Group dynamics. 24

    2-3-3- Organizational environment management. 27

    2-3-4- Environmental complexity. 28

    2-3-5- Relationship between environment and structure. 29

    2-3-6- Empiric and Triest research about the environment. 30

    2-4- Third part: Basics. Theory of organizational performance. 32

    2-4-1- The meaning of performance. 32

    2-4-2- Organizational performance. 33

    2-4-3- Performance agreements. 34

    2-4-4- Performance standards. 34

    2-4-5- Criteria for measuring performance. 35

    2-4-6- Performance of companies from the perspectives 35

    2-4-6-1-The performance of the company from the point of view of the customer market. 36

    2-4-6-2-The performance of the company from the point of view of the factor markets. 37

    2-4-6-3-The performance of the company from the point of view of the financial markets. 37

    2-5-Records of researches related to the subject of the research. 39

    2-5-1-Investigations conducted inside Country. 39

    2-5-2-Research conducted abroad. 41

    2-5-3- Summary of the results of the research conducted in relation to the research topic. 42

    Chapter 3: Research implementation method

    3-1- Introduction..44

    3-2- Research method.44

    3-3- Statistical population.44

    3-4- Sampling method and determination of sample size.45

    3-5- Methods and tools of research data collection.45

    3-6- Validity and reliability of research tools.46

    3-7- Method of statistical data analysis.46

    Chapter four: Data analysis

    4-1- Introduction..48

    4-2- Demographic characteristics of the sample group.48

    4-2-1- Demographic data of managers participating in the research.48

    4-3- Data analysis related to the research hypotheses.52

    Chapter five: Research orientation

    5-1- Introduction.56

    5-2- Descriptive statistics results.56

    5-2-1-Description of organizational learning variable.56

    5-2-2-Description of environmental dynamics variable.56

    5-2-3- Organizational performance variable.56

    5-3- Inferential findings.57

    5-4- Practical suggestions.58

    5-5- Limitations.59

    5-6- Research proposals. 59

    List of sources. 60

    Appendices and appendices. 66

    Source:

    Persian sources

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    Arshdi Nasreen. 1386. Designing and testing a model of the antecedents and consequences of job motivation in the employees of the National Company of the South Oil-rich Regions-Ahvaz region. Doctoral thesis of Shahid Chamran University of Ahvaz.

    Michael Armstrong. 1385. Performance management of key strategies and practical guidelines. Translated by Safari Saeed, Wahabian Amir. First edition. Tehran: Academic Jihad Publications.

    Michael Armstrong. 1386. Performance management of basic strategies and practical guidelines. Translated by Mirspasi Nasser, Kausi Ismail, Rashidpour Ali. First edition. Tehran: Mir Publications.

    Stoner JA, FE., F. Waferiman, Ara, D.R.  Gilbert 1386. management Parsaian and Arab translation. Bureau of Cultural Researches, first volume.

    Esfijani Azam, Nasrabadi Haisanali Bakhtiar, Nasrabadi Mohammad Bakhtiar. 2013. Investigating the characteristics of the learning organization with a focus on knowledge and technology management subsystems. Research and Planning Quarterly in Higher Education, No. 66. pp. 119-99.

    Afje Seyyed Ali Akbar. (2008). Philosophical foundations and theories of leadership and organizational behavior, sixth edition. Tehran: Samit Publishing House.

    Alzami Asmat, Damavandi Ibrahim. 2012. Investigating organizational learning in schools. Tehran: Fifth National Education Conference.

    Alwani Seyyed Mehdi. 2018. General management. Tehran: Nei Publishing.

    Iman Mohammad Taghi. 2018. Paradigmatic foundations of quantitative and qualitative research methods in humanities. Qom: Hozva and University Research Institute. 2013. Evaluation of organizational learning in region 8 of gas transmission operations. Yas Strategy Magazine. Number 29. pp. 216-232.

    Jaafari Hassan, Qanawati Nejad Zahra, Mirzaei Zahra. 2013. The state of organizational learning among the academic staff members of Jundishapur University of Medical Sciences, Ahvaz in 2013. Juntat Pir bi-monthly scientific research journal, fourth volume, number 1. pp. 87-8.

    Jawanmard Habibullah, Sakhai Fatemeh. 2018. Investigating the relationship between individual skills, organizational learning, innovation and organizational performance in small and medium-sized industries of the central province. Baisarat Quarterly, year 16, number 44. pp. 81-96. Johch Marie. 1997. Organization Theory, Modern, Symbolic-Postmodern Interpretive. Translated by Danai Fard Hassan, 2012, fourth edition. Tehran: Mehraban Publishing Institute.

    Chopani Haider Siadat, Kazempour Ali, Rahimi Maryam, Maleki Rauf, Hassanvand Muslim. 1392.      Increasing learning in organizations in the light of the role of transformational leaders in Isfahan University of Medical Sciences in the academic year 1392-1391. Health Management Quarterly, No. 52. pp. 37-50. Hajipour Bahman, Nazarpour Kashani Hamed. 1389. Prioritizing types of organizational culture according to Queen's model based on their impact on organizational learning. Strategic Management Thought Journal, fourth year, number 1. pp. 181-208.

    Hejazi Yusuf, Vesey Hadi. 2016. Explaining the components of organizational learning in agricultural higher education institutions (a case study of Tehran University of Agriculture and Natural Resources Campus). Quarterly Journal of Research and Planning in Higher Education, year 13, number 4. pp. 45-65.

    Khanalizadeh Roghieh, Kodnaich Asdaleh, Fani Ali Asghar, Meshbaki Asghar. 2019. The relationship between empowerment and organizational learning. Change management research paper, second year, number 3. pp. 21-43. Robbins, Stephen P. 2000. Foundations of Organizational Behavior. Translated by Akbiri Qasim, 1390, first edition. Tehran: Hakim Bashi Publications.

    Robbins, Stephen P. 1943. Organization theory, organizational structure and plan. Translated by Alwani Seyyed Mehdi, Danaei Fard Hasan, 1379, printed by CM. Tehran: Safar Publications. p. 177, p. 317.

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The effect of organizational learning on the performance of small and medium enterprises in Ardabil province
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