A Meta-Analysis Linking Organizational Learning Culture, Performance, Innovation, and Job Attitudes
verifiedrich profile · Academy of Management Proceedings · 2022
Grohnert, Therese; Ennemoser, Nele; Orth, Magdalena; Gijselaers, Wim
How this was studied
A meta-analytic synthesis — it pools many primary studies rather than running a single design, so there is no single-study diagram.
What this article reports
The findings we extracted from this work, normalized into Principia’s relationship form (X → Y). Each feeds the synthesized models below.
organizational learning → turnover intention
organizational learning → organizational commitment
Models this article informs
The meta-analytic priors this article contributes evidence to — its place in the broader synthesis.
organizational learning predicts job satisfaction
organizational learning predicts organizational commitment
organizational learning predicts turnover intention
In the authors’ words
The article’s own abstract.
Both management scholars and practitioners agree that organizations need to continuously learn as a response to ongoing changes in the business environment, and that an organizational learning culture (OLC) is critical in this endeavor. Yet, creating an OLC is a time- and resource-intensive endeavor, whose return on investment is not certain; evidence on the OLC-performance link is scattered across a range of academic domains, industries, cultural contexts, and measurements. Building on the resource-based view of the firm and the competing values framework, this study synthesizes extant evidence on the link between OLC and organizational performance, innovation, and performance-related work attitudes. Meta-analyses of 86 studies and 223 effect sizes with a cumulative N = 43,232 reveal that OLC is positively related to all outcomes, explaining 12% of variance in organizational performance, 20% of innovation, 24% of job satisfaction, 22% of organizational commitment, and 8% of turnover intentions, statistically significant effect sizes that are characterized by high levels of heterogeneity. These findings provide coherent evidence on the value of investing in an OLC, resulting in managerial and research implications.
What the literature says about it
Attributed, open-access quotes from other works that cite this article, plus the citation-graph verdict tally. Corroborations and disputes, in one place — the honest-broker view.
No open-access quotations have been captured yet.
Assembled from Principia’s registry — bibliographic record, extracted effect sizes, the models they inform, and open-access citing literature.