The Relationship Between Organizational Learning And Organizational Effectiveness Under Organizational Change

With rapid changes in economic globalization and technological informatization, currently the enterprises are facing with high uncertainties with world competition and business challenges. Hence, the enterprises have to keep continuous change and innovation in order to maintain the competitiveness and survival. In present, how to promote the innovation effectively has become a dilemma for enterprises and the key question for research. Although lots of researches have been carried out on this question, most studies focused on the conceptulization and procedure of the organizational learning, and few empirical research was conducted about the relationship between organizational learning and organizational performance under corporate evolution. The present study incorporated various kinds of key factors including human resource strategy, psychological safety and perceived accountability to explore the influence of organizational learning on organizational effectiveness.Several hypotheses were proposed relating to organizational change, human resource strategy and their interaction effects on organizational learning. It was hypothesized that organizational change haa an impact on both psychological safety and percived accountability, and that organizational learning was influenced by the human resource strategy, psychological safety and percieved accountability. Finally, we also assumed that the organizational learning had a significant effect on organizational effectiveness. Through the case study and questionnaire research, the current study tested the above-mentioned hypothesis. A questionnaire survey was carried out to collect data from the enterprises for at least five years and had organizational change in recent two years. The questionnaire survey was analyzed by confirmatory factor analysis and regression analysis.The results showed that:(1) organization change characteristic under corporate entrepreneurship was a multidimensional construct which included four elements: risky innovation, dynamic integration, network interaction and cultural diversity. The construct of organizational learning was also confirmed; (2) Under the background of corporate entrepreneurship, human resource strategy had a significant impact on organizational learning and there was an interaction effect between organization change characteristics and human resource strategy for organizational learning. Specifically, except for cultural diversity, the other dimensions of organization change characteristics interacted with organization change characteristics. (3) The organization change characteristics influence the psychological safety and perceived accountability. (4) Both the psychological safety and perceived accountability had significant effects on organizational learning. Meanwhile there was an interaction effects between psychological safety and perceived accountability for organizational learning. (5) The organizational learning and human resource strategy had a interaction effect on organizational effectiveness.Finally, the research results were discussed in terms of theoretical contributions and practical implications. The limitation of this study and the directions for future research were also summarized.