engleski

Towards Superior Organizational Performance: Interaction Between Horizontal Integration and Organizational Learning Practices

Hypercompetitive environment and ever- increasing technological development emphasize the importance of knowledge and learning in organizations. Learning occurs at different organizational levels, so multi-level learning practices are not only related but also essential for “keeping a company and its employees flexible and in turn competitive” (Garvin, 2000). Although a multi-level theory of organizational learning has already been proposed (e.g., Crossan, Maurer, & White, 2011 ; Schwab, 2007 ; Škerlavaj, Dimovski, & Desouza, 2010), related empirical research is scarce. Thus, the purpose of this paper is to examine how intra-organizational learning mechanisms and work design options are related to performance outcomes. The research was conducted on a sample of 51 large-sized Croatian organizations and 1285 cross- occupational employees. Both individual- and organizational-level data were collected. The results showed that high-performing organizations have significantly more developed learning and knowledge practices than low- performing organizations at both individual- and organizational level of analysis. Employees within more successful organizations have more knowledge-enriched jobs than their counterparts working in less successful organizations. However, job complexity is an exception from the rule. In addition, organizational learning practices (i.e., employee know-how, cross- functional training) and horizontal integrative mechanisms (i.e., process interdependence, horizontal integration) are more developed within high-performers likewise. Our theoretical assumptions and empirical findings offer significant contributions to cross-level studies of organizational learning, showing that good organizational learning practices, supplemented with horizontal integration ad interdependence, are translated to more challenging work design and behaviour.

organizational learning ; horizontal integration ; knowledge job characteristics ; organizational performance ; Croatia

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