Organizational structure and organizational learning: The moderating role of organizational defensive routines
Authors: Yang, Y., Secchi, D. and Homberg, F.
Journal: Journal of General Management
Volume: 47
Issue: 4
Pages: 259-270
eISSN: 1759-6106
ISSN: 0306-3070
DOI: 10.1177/03063070211038922
Abstract:Literature on organizational learning (OL) shows that even firms who self-perceive themselves to have appropriate organizational structures still fail to generate appropriate learning outcomes. In this article, we claim that one of the neglected key factors explaining learning failures are organizational defensive routines (ODRs). Drawing on the literature, our theoretical inference is that high levels of ODRs can negatively moderate the relationship between organizational structures and OL. To test this moderation hypothesis, the study employs hierarchical regression analysis on a sample of 358 respondents from various industries in the United Kingdom. The result confirms that formalization negatively affects OL, and the effect of formalization on OL is negatively moderated by ODRs regardless of organizational age, size, and sector.
https://eprints.bournemouth.ac.uk/36217/
Source: Scopus
Organizational structure and organizational learning: The moderating role of organizational defensive routines
Authors: Yang, Y., Secchi, D. and Homberg, F.
Journal: JOURNAL OF GENERAL MANAGEMENT
Volume: 47
Issue: 4
Pages: 259-270
eISSN: 1759-6106
ISSN: 0306-3070
DOI: 10.1177/03063070211038922
https://eprints.bournemouth.ac.uk/36217/
Source: Web of Science (Lite)
Organizational Structure and Organizational Learning: The Moderating Role of Organizational Defensive Routines
Authors: Yang, Y., Secchi, D. and Homberg, F.
Journal: Journal of General Management
Volume: 47
Issue: 4
Publisher: SAGE
ISSN: 0306-3070
DOI: 10.1177/03063070211038922
Abstract:Literature on organizational learning shows that even firms who self-perceive themselves to have appropriate organizational structures still fail to generate appropriate learning outcomes. In this paper we claim that one of the neglected key factors explaining learning failures are organizational defensive routines (ODRs). Drawing on the literature, our theoretical inference is that high levels of ODRs can negatively moderate the relationship between organizational structures and organizational learning. To test this moderation hypothesis, the study employs hierarchical regression analysis on a sample of 358 respondents from various industries in the UK. The result confirms that formalization negatively affects organizational learning, and the effect of formalization on organizational learning is negatively moderated by ODRs regardless of organizational age, size and sector.
https://eprints.bournemouth.ac.uk/36217/
Source: Manual
Organizational Structure and Organizational Learning: The Moderating Role of Organizational Defensive Routines
Authors: Yang, Y., Secchi, D. and Homberg, F.
Journal: Journal of General Management
Volume: 47
Issue: 4
Pages: 259-270
ISSN: 0306-3070
Abstract:Literature on organizational learning shows that even firms who self-perceive themselves to have appropriate organizational structures still fail to generate appropriate learning outcomes. In this paper we claim that one of the neglected key factors explaining learning failures are organizational defensive routines (ODRs). Drawing on the literature, our theoretical inference is that high levels of ODRs can negatively moderate the relationship between organizational structures and organizational learning. To test this moderation hypothesis, the study employs hierarchical regression analysis on a sample of 358 respondents from various industries in the UK. The result confirms that formalization negatively affects organizational learning, and the effect of formalization on organizational learning is negatively moderated by ODRs regardless of organizational age, size and sector.
https://eprints.bournemouth.ac.uk/36217/
https://journals.sagepub.com/loi/gema
Source: BURO EPrints