Birgonul, M T; Ozdogan, I D and Ataoglu, T (2002) Organizational learning as a performance driver in construction companies. In: Greenwood, D (ed.) Proceedings of 18th Annual ARCOM Conference, 2-4 September 2002, Northumbria, UK.
Abstract
A learning organization is an organization skilled at creating, acquiring, transferring knowledge and modifying its behaviour to reflect new knowledge and insights (Garvin, 1993). Major competency of a learning organization is its flexibility and adaptability. Therefore, it is expected that as the learning ability of an organization increases, its performance should also increase in the long run. The objective of this paper is to present preliminary findings of an ongoing research about the importance of organizational learning as a performance driver in the Turkish construction industry. In this study, two indicators have been defined for measuring learning potential and performance in construction companies. In order to measure the ability of an organization to learn, a model that simulates linkages between the sources, mechanisms, values and policies that support learning has been constructed. Each item, defined as an enabler of organizational learning within the model, is listed in a questionnaire. Respondents are asked to denote the importance of these items for organizational learning as well as how frequently/effectively they are used within the organization. Following are the major headings of the questionnaire: Sources for individual learning, mechanisms/systems used to convert individual knowledge into corporate knowledge (team learning, sharing/storage of information, use of IT for handling information etc.), learning from other parties and existence of an organizational setting that supports learning. An index that takes into an account the utilization of learning sources and mechanisms as well as existence of a suitable organizational culture is calculated for each respondent company. Performance is also measured by a subjective reporting approach using volume of contract awards and profitability as performance indicators. In this paper, the model used to simulate organizational learning will be presented and how it can be used to increase learning in construction companies will be discussed.
| Item Type: | Conference Paper (Paper) |
|---|---|
| Uncontrolled Keywords: | learning mechanisms; organizational learning; performance drivers |
| Index terms: | questionnaire, adaptability, profitability, construction industry, organizational culture, organizational learning, performance indicator, linkage, construction company |
| Subjects: | data collection methods, business, user focus, organization, economic analysis, professional development, performance management, industry analysis, sociology |
| Topics: | Organizational Design, Quality Management, Design Practice, Research Practice, Information Management, Business Strategy |
| Descriptive scope: | 4 PCTA |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here