The effect of nurses' use of the principles of learning organization on organizational effectiveness.
ABSTRACT This paper is a report of a study to describe the effect on organizational effectiveness of nurses' use of the principles of learning organization.
Since Senge proposed the learning organization model in 1990, the principles of learning organization have been considered as a new organizational vision. However, there is little empirical evidence that shows how nurses' use of the principles of learning organization affects organizational effectiveness in healthcare settings.
A cross-sectional survey was used and the data were collected in 2003. Participants were 629 professional nurses who had worked full-time for more than 1 year in the general units of nine tertiary medical hospitals in South Korea. A questionnaire was distributed to nurse managers of nine hospitals, who distributed it to 665 nurses, 635 of whom responded (response rate 95.5%). Six returns were discarded due to incomplete responses, leaving 629 for data analysis.
There was a statistically significant positive relationship between nurses' use of the principles of learning organization and organizational effectiveness. Hierarchical multiple regression analysis revealed that the concept explained an additional 24.9% of organizational commitment and a further 22.6% of job satisfaction. The learning organization principles of shared vision and team learning were statistically significant predictors for organizational effectiveness.
Individual nurses can use the principles of learning organization to enhance organizational effectiveness. Intervention programmes that integrate and strengthen shared vision and team learning may be useful to enhance organizational effectiveness. Further research is required to identify other factors related to the principles of learning organization.
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ABSTRACT: To investigate internal consistency and factor structure of a questionnaire measuring learning capacity based on Senge's theory of the five disciplines of a learning organisation: Personal Mastery, Mental Models, Shared Vision, Team Learning, and Systems Thinking. Cross-sectional study. Substance-abuse treatment centres (SATCs) in The Netherlands. A total of 293 SATC employees from outpatient and inpatient treatment departments, financial and human resources departments. Psychometric properties of the Questionnaire for Learning Organizations (QLO), including factor structure, internal consistency, and interscale correlations. A five-factor model representing the five disciplines of Senge showed good fit. The scales for Personal Mastery, Shared Vision and Team Learning had good internal consistency, but the scales for Systems Thinking and Mental Models had low internal consistency. The proposed five-factor structure was confirmed in the QLO, which makes it a promising instrument to assess learning capacity in teams. The Systems Thinking and the Mental Models scales have to be revised. Future research should be aimed at testing criterion and discriminatory validity.BMJ quality & safety 02/2011; 20(4):307-13. · 2.39 Impact Factor
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ABSTRACT: The increase of information and knowledge is a general phenomenon and thus also applies to health care. Dynamic political and economic environments strengthen these effects. Multiple concepts addressing this challenge can be identified and “learning organizations” are one key concept in economics to handle knowledge increase and dynamic environment. Environmental Management Systems based on ISO 14001 or EMAS (Eco Management and Audit Scheme) are possible ways to extend the organization’s environmental awareness. The goal of this contribution is to analyze whether environmental management systems have this effects on (German) hospitals or not. So this chapter combines the concepts of environmental management systems and learning organizations in context of hospital organizations. After a short introduction to environmental management systems the concept of organizational learning in the three dimensions of learning levels, learning types and learning determinants is pointed out. German hospitals and their organizational attributes as the object of study are introduced next. The main part of this chapter is the analysis of organizational learning processes initiated by environmental management systems. It is shown that these processes can be found in all three learning dimensions in a hospital. So the implementation of environmental management systems could be a possibility to extend organization’s environmental awareness. At least empirical surveys are recommended to approve these mainly theoretical outcomes. KeywordsEnvironmental Management System-Eco Management and Audit Scheme-Organizational Learning-Health Care12/2010: pages 389-395;
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ABSTRACT: This paper presents the results of a descriptive research developed on organizational learning, in which we designed a theoretical model based in coincident approaches from the analyzed authors. Two Likert-type instruments were conceived, and applied to 356 top managers, from big, medium and small companies in Brazil and Colombia. The general objective was to characterize organizational learning. The contribution of this research is that the organizational capacity to learn is influenced directly by the sources, conditions, and culture for the organizational learning, with individuals, teams, organizations and inter-organizational learning as players.06/2012;