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Abstract


RELATIONSHIP BETWEEN ORGANIZATIONAL LEARNING DIMENSIONS DIFFERENTIAL ANALYSIS

Organizational learning is one of the most important factors that feed the vital support units of an organization within the framework of ecological theory. In this sense, organizational learning is more of a need for organizations than it is a structure that enables the development of the organization. Marsick and Watkins (2003) state that the seven dimensions that an organization explains in providing organizational learning must complement each other. In this sense, organizations can operate their organizational learning processes more qualitatively by analyzing the practices of these organizational learning dimensions to complement each other and exchanging information with each other. In this study, a total of 21 relationship situations between the organizational learning dimensions of 2 health institutions were analyzed and it was explained which relational structures were different from each other and which relational structures were similar. Within the scope of the findings, the relationships between organizational learning dimensions were determined by applying the pearson correlation coefficient and critical ratios on the Fischer zr transformation since the relations between the dimensions were similar and different in terms of both health institutions. According to the findings, it was determined that all the relationships between the organizational learning dimensions of both healthcare institutions were significant, positive and generally high. Therefore, in both health institutions included in the research, the relationships between organizational learning dimensions were provided and accordingly it was determined that these dimensions complement each other. Again, according to the findings, the relations between SO-PS, SO-SAB and PS-SAB organizational learning dimensions were found to be different (perceived differently) for both health institutions. On the other hand, it was determined that 18 relationships other than these 3 relationship situations were similar (perceived) for both health institutions. Accordingly, if both health institutions need information based on the findings, they can have information and experience on how to complement the organizational learning dimensions of both health institutions by exchanging information with each other about the practices and advantages of organizational learning dimensions in complementary to each other.



Keywords
Organizational Learning, Relationships, Dimensions, Differences, Similarities.



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