Organizational learning system in a public company: model validation of the relationship between stocks and flows of learning with business performance
DOI:
https://doi.org/10.5007/2175-8077.2025.e101057Keywords:
Organizational learning, Strategic Learning Assessment Map (SLAM), Framework 4I, Stocks and flows of learning, Business performanceAbstract
Purpose: To describe the organizational learning system, identifying the relationship between stocks and flows of learning with business performance, in the perception of employees of a public company.
Methodology: Bontis et al. (2002) model was replicated, and an alternative model with the insertion of feedforward and feedback flows was tested. The SLAM questionnaire was applied to a sample of 858 employees of a public company in the agricultural sector, here called AGRO. Data analysis was carried out using descriptive and multivariate statistics – structural equation modeling.
Results: The results revealed the reliability of the scale constructs and factors, validating it for the sample. The two models showed explanatory power for the relationship between the stocks and flows of learning with the business performance.
Originality/relevance: This research strengthens knowledge in quantitative research to measure organizational learning, specifically in the context of public service, in a developing country.
Theoretical, managerial and social contributions: The study validated the models and the SLAM questionnaire to evaluate the organizational learning system in the public company. It enabled the mapping or the diagnosis of organizational learning system, with practical implications for strategic action in different areas of the company. In this sense, it can strengthen the company’s adaptation, strategic renewal and sustainability. For the society, it can provide the benefits of greater efficiency and effectiveness in public service, continuous quality and innovation in meeting citizens' needs.
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