The Upshot of the Learning Organisation: Case Study of an Indian Private-Sector Bank Using the PLS-SEM Model. (August 2015)

• Record Type: Journal Article
• Authors: Vijayabanu, C.; Renganathan, R.; Govindarajan, K.
• Is Part Of: Journal of organisational transformation & social change. Volume 12:Number 2(2015)
• Page Start: 178
• Page End: 192
• Publication Date: 2015-08
• Subjects: Organizational change -- Periodicals; Social change -- Periodicals; 303.4
• DOI: 10.1179/1477963315Z.00000000041
• Languages: German
• ISSNs: 1477-9633

Abstract

<abstract> <title> <x content-type="archive" xml:space="preserve">Abstract</x> </title> <p>With today's competition, organisations are facing challenges from the economic, social, and scientific environment, workplace environment, and never-ending expectations of customers. To win over these situations requires a learning organisation that has the capability to adopt, renew, and energise itself to match the changing and challenging environment. This study analyses the level of learning of individuals and the organisation, which in turn influences the performance of a private-sector bank. The study used a questionnaire to collect the primary data based on the theoretical framework developed by <xref ref-type="bibr" rid="rf45">Watkins and Marsick (1993)</xref>. For the purpose of this assessment the researchers used regression analysis and the partial least square-structural equation model (PLS-SEM). The analysis throws light on the fact that there exists association between the learning organisation and the bank's performance. A leading, established, private-sector bank in south India has been taken as a sample study for understanding how the concept of a learning organisation has helped the bank to improve its performance.</p> </abstract>