Learning Organization Effects towards Organizational Innovativeness of Private University in Central Area

 

Learning Organization Effects towards Organizational Innovativeness of Private University in Central Area
องค์การแห่งการเรียนรู้ที่มีผลต่อการดำเนินงานของการเป็นนวัตกรรมองค์การของ มหาวิทยาลัยเอกชนภาคกลาง

Lecturer, Management Program, Faculty of Business Administration,

Rajapruk University, Thailand

Journal of Humanities and Social Sciences, Rajapruk University Vol.6 No.3 

(September – December 2020)

วิเคราะห์และนำเสนอบทความ โดย  Wannarasmi  Chanthakut

Abstract
The purpose of this research study was to test learning organization influenced toward organizational innovativeness and performance of private university. The samples were lecturers and academic staffs of private university in the area of Bangkok Metropolitan, which contained 15 universities and 374 samples. The valid questionnaires were done and collected only 374, which was accounted for 98.94 percent. The instrument of this research was a questionnaire. Data was analyzed by using frequency, percentage, standard deviation, Partial Least Square.

The results of PLS found that learning organization had a positive effect on university performance at the level .05 of significant. Furthermore, learning organization had also a positive effect on organizational innovativeness at the level .05 of significant. Finally, organizational innovativeness had a positive effect on university performance at the level .05 of significant.

Research Objectives

This research aims to investigate the impact of being a learning organization on fostering innovation and improving the performance of private universities.

Related Concepts and Theories

• The concept of a "learning organization," as proposed by Marquardt (2002), emphasizes that organizations must learn and adapt to ensure long-term survival and success.
• Organizational innovation (Chen et al., 2010) is a crucial factor in enhancing competitive capabilities.
• Abubakar et al. (2018) highlighted that university performance relies on effective knowledge management and the ability to foster innovation.

Conceptual Framework

The conceptual framework focuses on the relationship between three key components: learning organization, organizational innovation, and organizational performance. This relationship is analyzed through statistically tested indicators.

📈📐Research Methodology

• Population and Sample: The study covered academic staff and support personnel from 15 private universities, with a total of 374 valid responses collected.
• Research Instrument: A questionnaire validated for reliability and consistency, with a Cronbach's Alpha value of 0.96.
• Statistical Analysis: Partial Least Squares (PLS) analysis was employed to assess relationships between variables.

🔑🔆Research Findings

1. A learning organization positively influences organizational innovation (T-value = 37.77, p < 0.05).
2. Organizational innovation positively impacts university performance (T-value = 16.02, p < 0.05).
3. A learning organization positively impacts university performance (T-value = 2.64, p < 0.05).

🔐Key Insights and Recommendations

• Promoting a learning organization can enhance university performance but must be paired with support for fostering innovation.
• Clearly defined knowledge management (KM) policies should be implemented, with measurable goals and systematic evaluation.
• Support knowledge-sharing activities among staff to create networks and improve collective capability.

Conclusion

Building a learning organization and fostering innovation not only enable universities to compete on a global scale but also promote long-term sustainability. This research underscores the importance of effective knowledge management and support for positive organizational transformation.