{"title":"组织从错误中学习与组织有效性:双重中介模型","authors":"M. Sarfraz, M. Abdullah, L. Ivașcu, Umair Ahmad","doi":"10.3233/hsm-220106","DOIUrl":null,"url":null,"abstract":"BACKGROUND: The service sector is facing challenges due to its competitive environment. Thus it needs a transformation of the traditional sector into the learning sector. In this competitive atmosphere, organizations and institutions are putting several efforts into making itself learning organizations to upgrade their effectiveness and efficiency. OBJECTIVE: The current study aimed to examine the impact of learning organization from errors on organizational effectiveness under the mediating role of organizational commitment and job satisfaction. METHODS: The study has adopted a descriptive and quantitative approach. The data has been collected from the healthcare sector employees by applying a convenience sampling technique. Statistical Package for the Social Sciences (SPSS) and SmartPLS-SEM was used for data and regression analysis. RESULTS: Findings revealed that organizational learning from errors has a significant and positive effect on organizational effectiveness. Results also divulged that organizational commitment and job satisfaction significantly mediate the relationship between organizational learning from errors and organizational effectiveness. CONCLUSIONS: Organizations are changing by moving towards a more informative and knowledge-gaining organizational culture, and organizational learning from errors positively and significantly affects organizational effectiveness.","PeriodicalId":13113,"journal":{"name":"Human systems management","volume":null,"pages":null},"PeriodicalIF":1.5000,"publicationDate":"2022-11-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Organizational learning from errors and organizational effectiveness: A dual mediation model\",\"authors\":\"M. Sarfraz, M. Abdullah, L. Ivașcu, Umair Ahmad\",\"doi\":\"10.3233/hsm-220106\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"BACKGROUND: The service sector is facing challenges due to its competitive environment. Thus it needs a transformation of the traditional sector into the learning sector. In this competitive atmosphere, organizations and institutions are putting several efforts into making itself learning organizations to upgrade their effectiveness and efficiency. OBJECTIVE: The current study aimed to examine the impact of learning organization from errors on organizational effectiveness under the mediating role of organizational commitment and job satisfaction. METHODS: The study has adopted a descriptive and quantitative approach. The data has been collected from the healthcare sector employees by applying a convenience sampling technique. Statistical Package for the Social Sciences (SPSS) and SmartPLS-SEM was used for data and regression analysis. RESULTS: Findings revealed that organizational learning from errors has a significant and positive effect on organizational effectiveness. Results also divulged that organizational commitment and job satisfaction significantly mediate the relationship between organizational learning from errors and organizational effectiveness. CONCLUSIONS: Organizations are changing by moving towards a more informative and knowledge-gaining organizational culture, and organizational learning from errors positively and significantly affects organizational effectiveness.\",\"PeriodicalId\":13113,\"journal\":{\"name\":\"Human systems management\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":1.5000,\"publicationDate\":\"2022-11-03\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Human systems management\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.3233/hsm-220106\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q3\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Human systems management","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.3233/hsm-220106","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q3","JCRName":"MANAGEMENT","Score":null,"Total":0}
Organizational learning from errors and organizational effectiveness: A dual mediation model
BACKGROUND: The service sector is facing challenges due to its competitive environment. Thus it needs a transformation of the traditional sector into the learning sector. In this competitive atmosphere, organizations and institutions are putting several efforts into making itself learning organizations to upgrade their effectiveness and efficiency. OBJECTIVE: The current study aimed to examine the impact of learning organization from errors on organizational effectiveness under the mediating role of organizational commitment and job satisfaction. METHODS: The study has adopted a descriptive and quantitative approach. The data has been collected from the healthcare sector employees by applying a convenience sampling technique. Statistical Package for the Social Sciences (SPSS) and SmartPLS-SEM was used for data and regression analysis. RESULTS: Findings revealed that organizational learning from errors has a significant and positive effect on organizational effectiveness. Results also divulged that organizational commitment and job satisfaction significantly mediate the relationship between organizational learning from errors and organizational effectiveness. CONCLUSIONS: Organizations are changing by moving towards a more informative and knowledge-gaining organizational culture, and organizational learning from errors positively and significantly affects organizational effectiveness.
期刊介绍:
Human Systems Management (HSM) is an interdisciplinary, international, refereed journal, offering applicable, scientific insight into reinventing business, civil-society and government organizations, through the sustainable development of high-technology processes and structures. Adhering to the highest civic, ethical and moral ideals, the journal promotes the emerging anthropocentric-sociocentric paradigm of societal human systems, rather than the pervasively mechanistic and organismic or medieval corporatism views of humankind’s recent past. Intentionality and scope Their management autonomy, capability, culture, mastery, processes, purposefulness, skills, structure and technology often determine which human organizations truly are societal systems, while others are not. HSM seeks to help transform human organizations into true societal systems, free of bureaucratic ills, along two essential, inseparable, yet complementary aspects of modern management: a) the management of societal human systems: the mastery, science and technology of management, including self management, striving for strategic, business and functional effectiveness, efficiency and productivity, through high quality and high technology, i.e., the capabilities and competences that only truly societal human systems create and use, and b) the societal human systems management: the enabling of human beings to form creative teams, communities and societies through autonomy, mastery and purposefulness, on both a personal and a collegial level, while catalyzing people’s creative, inventive and innovative potential, as people participate in corporate-, business- and functional-level decisions. Appreciably large is the gulf between the innovative ideas that world-class societal human systems create and use, and what some conventional business journals offer. The latter often pertain to already refuted practices, while outmoded business-school curricula reinforce this problematic situation.