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