The purpose of this research is to examine the impact on organizational performance of the application of management and human resource practices, and to attempt to outline key elements and assess development of the learning organization (LO) concept in Jordan.
The tool described in this article assesses relationships between LO practices and financial and operational performance measures. The empirical research aims at deconstructing the LO formation through the development and validation of a conceptual model. A total of 41 companies belonging to large industrial sectors in Jordan participated in a survey by responding to a research questionnaire.
The outcomes of the study indicate that the LO concept can be explored in Jordanian industry using eight constructs. These constructs were found to be strongly correlated. In general, this study identifies basic steps in the process of transformation into a learning organization in Jordan.
The study identifies the sequence of stages in the process of transformation into a learning organization in Jordan, which might be regarded as a developing country. The study culminated in a novel measurement instrument to evaluate learning organizations. Application of the tool facilitated LO constructs to be analyzed.
