The Impact of Organizational Learning on Organizational Performance—A Case Study from Beijing Yi Zhuang Economic Development Zone


Organizational Learning
Organizational Performance


In the post-epidemic era, companies face vast challenges as the economy
restructures. With the epidemic's end, modern companies are invariably faced with
the dynamic environment of rapid technological progress, shorter product life cycles
and globalization. Especially after entering the era of the knowledge economy,
enterprise innovation has become the core of strategic competitiveness, and various
new uncertainties are bound to come. As a company, it is bound to face new
competition. Organizational learning is considered the most valuable source for
companies to acquire and maintain competitive advantages. Establishing a learning
organization is necessary for companies to adapt to the environment and improve
their performance. Most of the early performance models were univariate, i.e., they
used only one indicator to measure performance. Steers (1975) summarized the
most commonly used univariate measures: overall performance, productivity,
employee satisfaction, profitability, etc. Univariate cannot fully and adequately
reflect organizational performance, and univariate measures are prone to limitations
such as measurement error due to exclusive reliance on one dimension. Secondly,
many variables affect organizational performance, and it is challenging to believe
that one particular variable can have a strong explanatory power on performance
(Boswell, 1973). Around this theme, combining organizational learning internally and
externally to jointly explore and integrate organizational performance with different
strategic orientations should be preferable to companies that adopt a single strategic direction. From a model-setting perspective, it is necessary to place organizational
learning into the framework and examine performance processes and mechanisms
further. Given the reality of Chinese enterprises, a market-oriented reform
emphasizing the spirit of innovation is in full swing in the land of God during the
rapid development of information technology, rapidly changing products and services,
changing customer preferences, and global economic integration. Based on the
perspective of organizational learning, putting organizational performance into the
same research framework to study its influence on corporate performance is a
requirement of the intrinsic linkage of theory and a practical need for enterprises to
improve their operational efficiency and respond to the theme of the times.
This paper is divided into five major parts. The first part is the first chapter,
which focuses on the background of this thesis, the study's current status, the study's
importance, the study's objectives, the study contribution, and the study's limitations.
The second part is Chapter 2, which focuses on this dissertation's organizational
learning and performance behaviour by sorting out and summarizing the research
results of domestic and foreign scholars. The third part is the third methodological
chapter, which mainly elaborates on the question composition and measurement
methods of the organizational learning and organizational performance scales of this
study, presents the research hypotheses of this study, defines the overall analysis,
sample size, and sampling method details the questionnaire data collection methods,
and conducts the relevant reliability tests of the organizational learning and
organizational performance scales. Chapter 4 focuses on organizing and analyzing the
correlation between organizational learning dimensions and organizational
performance through RStudio data software. The fifth part is Chapter 5, which
composes the analysis results in Chapter 4 and draws conclusions. It discusses the
future improvement and enhancement of the operation and management of Chinese
enterprises, as well as the outlook and suggestions for future related research.

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