Demonstrating the Value of an Organization's Learning Culture: The Dimensions of the Learning Organization Questionnaire

By Victoria J. Marsick, Karen E. Watkins. 2003

1,306 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/f205162602d0c00b5ab0aa7296561ec40d826ace

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In Applied Psychology

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Factors that influence organization learning sustainability in non‐profit organizations (2010, background): “In assessing a learning organization, Marsick and Watkins (2003)”
Measuring factors affecting implementation of health innovations: a systematic review of structural, organizational, provider, patient, and innovation level measures (2013, background): “Dimensions of the Learning Organization Questionnaire [115] X O: Continuous learning, inquiry and dialogue collaboration and team learning, systems to c ture learning, empower people, connect the orga ation, provide strategic leadership for learning, finan al performance, knowledge performance [115]”
Psychological empowerment and organizational commitment: the moderating effect of organizational learning culture (2010, methodology): “Marsick and Watkins ( 2003 ) argue that climate and cultural aspects are built by complicated components, which include leadership, the learning process, and other supportive systematic factors.”
Team Creativity: The Effects of Perceived Learning Culture, Developmental Feedback and Team Cohesion (2012, positive): “However, the present study used a unidimensional sevenitem model that represents each dimension of the DLOQ (that is, continuous learning, dialogue and inquiry, team learning, empowerment, embedded system, system connection and strategic leadership), as suggested by Yang (2005), Marsick and Watkins ”
The effect of organizational learning on organizational commitment, job satisfaction and work performance (2011, background): “According to Watkins and Marsick (2003), organizations that have prioritized learning and development have found increase in employees’ job satisfaction, productivity, and profitability.”
The construct of the learning organization: Dimensions, measurement, and validation (2004, methodology): “Half of the original items were deleted from the scale using the MG process and the remaining half constituted the academic version of the DLOQ (Marsick & Watkins, 2003).”
Towards a learning organization? Employee perceptions (2006, methodology): “DLOQ responses When the 80 survey forms for the Dimensions of the Learning Organization Questionnaire (DLOQ) were received in their sealed envelopes, a mean score was calculated for each of the seven dimensions of the learning organization, on a scale of 1 to 6 (Marsick and Watkins, 2003).”
Factors that influence informal learning in the workplace (2008, background): “…vast amount of literature exists on the concept of the learning organization; however, the idea is often discussed in an abstract, descriptive form, and much less literature exists on how this concept may be observed in a concrete, empirical way (Marsick and Watkins, 2003a; Thomas and Allen, 2006).”
Advancing a Conceptual Model of Evidence-Based Practice Implementation in Public Service Sectors (2010, background): “Readiness for change Conceptualizations, definitions, and measures of organizational readiness to change vary widely and range from organizations that are poised to change and innovate (Marsick and Watkins 2003) to organizations with high levels of inertia that may stifle innovation.”