Esmir Demaj
Epoka University, Rr. Tirane – Rinas, km.12, Tirana, Albania

DOI: https://doi.org/10.31410/EMAN.S.P.2019.125

3rd International Scientific Conference – EMAN 2019 – Economics and Management: How to Cope With Disrupted Times, Ljubljana – Slovenia, March 28, 2019, SELECTED PAPERS published by: Association of Economists and Managers of the Balkans, Belgrade, Serbia; Faculty of Management Koper, Slovenia; Doba Business School – Maribor, Slovenia; Integrated Business Faculty –  Skopje, Macedonia; Faculty of Management – Zajecar, Serbia, ISBN 978-86-80194-19-6, ISSN 2683-4510

Abstract:

Globalization or the rapidly changing economic environment is characterized by continual disruption and is shaped by the ever-changing conditions of the economy. Making use of the learning and knowledge concepts is among the most important conditions that provide enterprises the capability to become agile and quickly respond to change, thus earning a competitive advantage towards competitors. The Learning Organization concept has received increasing attention in organizational studies especially in the last two decades. It has emerged from the idea of “organizational learning”, but it differs as in addition to learning of the organization it includes learning within the organization too. It is clear now that knowledge acquisition and the transfer of this knowledge to the organizations used to shape their own future is of vital importance for enterprise survival, and this acquired knowledge is one of the important factors that reduces the risks of profit losses by increasing the management capabilities of enterprises. On the other hand, organizational performance measurements play a crucial role for managers to be able to carry out their managerial functions and activities. Organizational performance measurements give a good grasp of both quantitative and qualitative elements that affect the overall enterprise performance. In this way, possible problems of low performing units are revealed and tackled.
The main purpose of this descriptive research is to measure the effect of learning organization understanding and framework on the organizational performance with special focus on the apparel industry. In this context, a questionnaire has been conducted to the personnel of the headquarters in some major companies operating in the apparel industry as a methodology used in this study to support our work. This study aims to shed light on the concept of learning organization and its applicability in the apparel industry as well as hoping that such a pilot study will contribute to the literature of Learning Organization and Organization Performance. In line with previous research in other sectors it results that there exists a positive correlation between learning and transferring the accumulated knowledge to various units of the enterprise and the increase in overall organizational performance of enterprises.

Keywords:

Learning Organization, Organizational Performance, Apparel Industry, Emerging Countries.

REFERENCES

[1] Akal, Z. (2011). İşletmelerde Performans Ölçüm ve Denetimi, MPM Yayınları: 473, Ankara.
[2] Andrews, K. (1971). The Concept of Strategy. Irwin Homewood, IL.
[3] Andrews, K. R. (1984). Corporate strategy: The essential intangibles. McKinsey Quarterly, (4), 43-49.
[4] Argyris, C., Schon, D. (1978). Organizational Learning: A Theory of Action Perspective, Reading. MA: Addison-Wesley.
[5] Armstrong, M. (2006). Performance management: Key strategies and practical guidelines. (3rd ed.). Kogan Page.
[6] Bacharach, S. B. (1989). Organizational theories: Some criteria for evaluation. Academy of Management Review. 14.4: 496-515
[7] Chiva, R., Alegre., J. (2008). Emotional intelligence and job satisfaction: the role of organizational learning capability. Personnel Review, 37, pp. 680–698.
[8] Doğan, Ö. I. (2000). Kalite Uygulamalarının İşletmelerin Rekabet Uzerine Etkisi, Dokuz Eylül Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 2(1), p.6.
[9] Dorsey Jr, J. T. (1957). A communication model for administration. Administrative Science Quarterly, 307-324.
[10] Eisenhardt, K. M. (1989) ‚Building theories from case study research’, Academy of Management Review, 14, (4), pp. 532 – 550.
[11] Ellinger, A. D., Ellinger, A. E., Yang, B. and Howton, S. W. (2002). The relationship between the learning organization concept and firms’ financial performance: an empirical assessment. Human Resource Development Quarterly, 13, pp. 5–17.
[12] Garvin, D. (1993). Building a Learning Organization. Harvard Business Review, Vol. 71 No. 4, pp. 78-91.
[13] Lebas, M. (1995). Performance measurement and performance management. International Journal of Production Economics, Vol:41, No:9, s.23-35.
[14] Pedler, M., Burgoyne, J., and Boydell, T. (1991). The learning company: A strategy for sustainable development. New York: McGraw-Hill
[15] Rohlstadas, A. (1998). Enterprise performance measurement. International Journal of Operations &Production Management. Vol:18, No:9/10, s.989-999.
[16] Rousseau, D.M., McLean Parks, J. (1993). The Contracts of Individuals and Organizations. In Cummings, L.L. Staw, B.M. (Eds.), Research in Organizational Behavior, pp. 1-47. Greenwich, CT: JAI Press.
[17] Senge, P.M. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization. New York: Currency Doubleday.
[18] Sink, D. S., Tuttle, T. C. (1989). Planning and measurement in your organisation of the future. Industrial Engineering and Management Press, Norcress, s.15.
[19] Slater, S. F. and J. C. Narver (1995). Market orientation and the learning organization. Journal of Marketing, 59, pp. 63–74.
[20] Tippins, M. J., Sohi, R. S. (2003). IT competency and firm performance: is organizational learning a missing link? Strategic Management Journal, 24, pp. 745–761.
[21] Ulrich, D., Von Glinow, M. A., and Jick, T. (1993). High-impact learning: building and diffusing learning capability. Organizational Dynamics, Autumn: 52–66.
[22] Watkins, K.E., Marsick, V.J. (1993). Sculpting the Learning Organization: Lessons in the Art and Science of Systematic Change. San Francisco, CA: Jossey-Bass
[23] Watkins, K.E., Marsick, V.J. (1996). In Action: Creating the Learning Organization. Arlington: ASTD Press.
[24] Watkins, K.E., Marsick, V.J. (1997). Dimensions of the Learning Organization. Warwick, RI: Partners for the Learning Organization.
[25] Yang, B., Watkins, K.E. and Marsick, V.J. (2004). The construct of the learning organization: dimensions, measurement, and validation. Human Resource Development Quarterly, Vol. 15 No. 1, pp. 32.


Association of Economists and Managers of the Balkans – UdEkoM Balkan
179 Ustanicka St, 11000 Belgrade, Republic of Serbia