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Han JW, Nguyen TTM, Hua SM, Pham TH. Organizational learning through training effectiveness: evidence from the hospitality industry in Vietnam. LEARNING ORGANIZATION 2022. [DOI: 10.1108/tlo-03-2022-0036] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
To understand the unique context forming organizational learning, the current study aims to investigate the antecedents of training and development (TD) practices as an indicator of effective organizational learning from the Vietnam hospitality sector, which has not been studied rigorously.
Design/methodology/approach
This study adopts a mixed method of quantitative and qualitative data analysis, including a path analysis partial least squares structural equation modeling (PLS-SEM) based on a sample size of 354 responses and a semi-structured interview of 32 participants to test various paths predicting training effectiveness while exploring contextual differences in the Vietnam hospitality sector.
Findings
The results show that among the variables investigated, extrinsic motivation, team support and job quality were found to be significant to TD, while intrinsic motivation was found to have no significant predictive power. To explore the reasons behind these findings, the interviews indicate that the motivations of employees in the hospitality sector, most of whom are young and have a limited length of service, are highly rooted in the organization’s cultural context.
Originality/value
This study contributes to understanding the complex context of organizational learning through an investigation of an emerging economy from Southeast Asia by adding new insights into the training and motivational theories. It has practical implications for practitioners in the hospitality sector to develop more effective learning organizations during the uncertain period of this unprecedented pandemic.
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Which transformational leadership behaviors relate to organizational learning processes? LEARNING ORGANIZATION 2019. [DOI: 10.1108/tlo-04-2018-0065] [Citation(s) in RCA: 12] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
This paper aims to examine the relationship between behaviors associated with transformational leadership (TL) and the sub-processes of organizational learning (OL) and to explain these relationships based on the ability-motivation-opportunity (AMO) framework.
Design/methodology/approach
Questionnaires assessing leadership behaviors and unit learning processes were filled in by 520 employees from 30 units within 9 organizations.
Findings
Each sub-process of OL was found to be related to different leadership behaviors. For example, distribution was related to TL components directed toward developing followers’ ability (i.e. vision and intellectual stimulation) and created the opportunity to share knowledge (i.e. supportive leadership). On the other hand, the TL components found to be related to interpretation were those that enhance followers’ motivation to work well in a group (i.e. inspirational communication and personal recognition).
Research limitations/implications
Showing that specific TL behaviors are related to different OL sub-processes emphasizes the importance of each OL sub-process as a distinct outcome. In addition, this study begins to address the possible mechanisms that may explain why specific factors enhance some OL sub-processes, but not others.
Practical implications
The study’s findings will assist managers and HR practitioners in recognizing which leadership behaviors are to be enhanced to help address particular sub-processes of OL that need improvement.
Originality/value
This paper is the first to examine the fine-tuned relationships between TL and OL and thus adds another explanation regarding why organizations differ in their learning processes and in their eventual outcomes, such as performance and innovation.
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