Dimensions of the learning organization in an Indian context

Abstract

PurposeThe primary purpose of this paper is to examine the relationship between people‐level learning dimensions, structural level‐learning dimensions and performance outcomes. The paper proposes and tests the original classification of dimensions of learning organization as given by Watkins and Marsick.Design/methodology/approachThe Dimensions of the Learning Organization Questionnaire (DLOQ) by Watkins and Marsick was adopted to gauge the relationship between people‐level learning dimensions, structural‐level learning dimensions and performance outcomes. In a modified model, empowerment was tested as a structural level dimension in the Indian context, while in previous studies carried out by Yang and Yang et al., it was treated as a people‐level dimension. This study adopted the smaller form of DLOQ and data were collected from 292 executives working in different types of organizations: manufacturing, consultancy, KPO, BPO, financial services and others, representing mostly domestic private, public sector organizations and multinational companies operating in the Indian National Capital Region.FindingsThe study results revealed that the relationship between people‐level learning dimensions and performance outcomes is mediated by structural‐level learning dimensions in the Indian cultural context. Statistical analyses revealed that the DLOQ has reasonable reliability in the Indian context. The findings are explained in relation to relevant context.Originality/valueThe value added is that the relationship between people‐level learning dimensions and performance outcomes is mediated by structural‐level learning dimensions in the Indian cultural context. This study confirms the validity of applying the DLOQ as determinants of a learning organization in the Indian context.