Is the Learning Organization for Real? Examining the Impacts of the Dimensions of the Learning Organization on Organizational Performance

Despite the controversial nature of the learning organization concept, few empirical studies have examined the relationship between the learning organization concept and firm performance. An exploratory study was conducted using the DLOQ© along with objective measures of firm financial performance to assess this association. Findings suggest positive associations between the learning organization concept and firm performance

The Ideal Review Process Is a Three-Way Street

In response to the increasing difficulty of obtaining high quality peer reviews, our invited paper describes the concept of review avoidance and why this phenomenon occurs. In reaffirming the professional responsibilities and potential benefits of reviewing, we also emphasize the interdependent nature of the ideal peer review process. We suggest that the review process is a three-way street where the respective roles and responsibilities of authors, editors and editorial teams, and reviewers are inextricably linked. We present thematic illustrations of undesirable reviewer comments, and a brief synthesis of broad themes in the literature on high-quality reviewing. The synthesis is complemented by a master reviewer’s fine-grained perspective on crafting high quality reviews. A final Appendix presents additional sources that may be informative for prospective reviewers, submitting authors, and those mentors and colleagues who may wish to provide guidance and training to them

Evidence-based organizational change and development: is evidence-based OCD a reality or mere rhetoric?

©2020 The Authors. Published in International Journal of HRD Practice, Policy & Research. This is an open access article available under a Creative Commons licence. The published version can be accessed at the following link on the publisher’s website: https://en.calameo.com/read/006426985bb96f8ce61e6This article discusses the compelling need for, and demonstrates, the significant practical 'reality' of evidence-based organizational change and development (EBOCD). It offers a summary of a previously conducted analysis that resulted in 10 validated 'original' and 10 'new' emergent common 'insights' and 'lessons learned' on the effective formulation and implementation of OCD initiatives. These were deduced from 'critical perspectives' and 'reflective case histories' of EBOCD practice offered by over 70 evidence-based organizational leaders/managers, HRD professionals and change management consultants. The article concludes with several recommendations for those engaged in OCD change agency practic

Influences of organizational investments in social capital on service employee commitment and performance

a b s t r a c t a r t i c l e i n f o Improving customers' service experiences by identifying ways to develop organizational cultures that better motivate and engage service employees is an important issue for service organizations and a top priority in services research. However, extant services research focuses far more on managing customer relationships than on the dynamics of effectively supporting and developing the service personnel who interact with customers. This study assesses the influence of an organizational human resource developmental initiative on service employees. The authors utilize social capital theory and the theory of reasoned action to propose and test a model that examines relationships between organizational investments in social capital and service employees' work-related attitudes, norms, and behaviors. Results from a field study of 407 customerfacing employees from multiple service organizations suggest that making organizational investments in social capital favorably influences service employees' commitment, job performance, and organizational citizenship behavior

Chief Executive Officers’ Perceptions of Collective Organizational Engagement and Patient Experience in Acute Care Hospitals

The concept of employee engagement has garnered considerable attention in acute care hospitals because of the many positive benefits that research has found when clinicians are individually engaged. However, limited, if any, research has examined the effects of engaging all hospital employees (including housekeeping, cafeteria, and admissions staff) in a collective manner and how this may impact patient experience, an important measure of hospital performance. Therefore, this quantitative online survey-based study examines the association between 60 chief executive officers\u27 (CEOs\u27) perceptions of the collective organizational engagement (COE) of all hospital employees and patient experience. A summary measure of the US Hospital Consumer Assessment of Healthcare Providers and Systems survey scores was used to assess patient experience at each of the 60 hospitals represented in the study. A multiple linear regression model was tested using structural equation modeling. The findings of the research suggest that CEOs\u27 perceptions of COE explain a significant amount of variability in patient experience at acute care hospitals. Practical implications for CEOs and other hospital leaders are provided that discuss how COE can be used as an organizational capability to influence organizational performance