Organizational Learning Culture - The Missing Link between Business Process Change and Organizational Performance

By Miha Škerlavaj, Mojca Indihar Stemberger, Rok Skrinjar, Vlado Dimovski. 2007

431 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/5fcbcb3e1a2eec323fc94f3ec5d265d3000346ff

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In Management of Technology and Innovation

In Strategy and Management

Citations in the corpus

Factors of effective strategy implementation: Empirical evidence from Slovenian business practice (2010, background): “Although the importance of variables such as knowledge sharing (Michailova/Husted 2004; Hutchings/Michailova 2006; Škerlavaj et al. 2007; Hernaus et al. 2008), leadership skills (Lloyd-Reason et al. 2005; Zagoršek et al. 2009), skills for implementing changes (Domadenik et al. 2008) and a…”
The impact of business process orientation on financial and non-financial performance (2008, background): “Composite reliability assumes that a set of latent construct indicators is consistent in the measurement (Škerlavaj et al., 2006).”
Evidence for the network perspective on organizational learning (2008, background): “Organizational learning culture was shown by Škerlavaj et al. (2007) to”
Organizational learning culture, innovative culture and innovations in South Korean firms (2010, positive): “The flexibility is complemented with some elements of the control dimension that provide the clarity, structure and formal reference framework needed for the firm’s successful functioning (Škerlavaj et al., 2007).”
Transformational leadership, innovative work behavior, and employee well-being (2013, methodology): “…(in Appendix) provides internal consistency and convergent validity of all variables analyzed in this study, including composite reliability index (CRI) and average variance extracted (AVE), calculated in order to test the composite (construct) reliability, as suggested by Škerlavaj et al. (2007).”