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Causal Relationship among Perceived Organizational Environment, Leadership, and Organizational Learning in Industrial Workers

Causal Relationship among Perceived Organizational Environment, Leadership, and Organizational Learning in Industrial Workers

Murako Saito
Copyright: © 2010 |Pages: 13
ISBN13: 9781605662848|ISBN10: 1605662844|ISBN13 Softcover: 9781616924058|EISBN13: 9781605662855
DOI: 10.4018/978-1-60566-284-8.ch014
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MLA

Murako Saito, et al. "Causal Relationship among Perceived Organizational Environment, Leadership, and Organizational Learning in Industrial Workers." Redesigning Innovative Healthcare Operation and the Role of Knowledge Management, IGI Global, 2010, pp.205-217. https://doi.org/10.4018/978-1-60566-284-8.ch014

APA

M. Saito, N. Wickramasinghe, M. Fuji, & E. Geisler (2010). Causal Relationship among Perceived Organizational Environment, Leadership, and Organizational Learning in Industrial Workers. IGI Global. https://doi.org/10.4018/978-1-60566-284-8.ch014

Chicago

Murako Saito, et al. "Causal Relationship among Perceived Organizational Environment, Leadership, and Organizational Learning in Industrial Workers." In Redesigning Innovative Healthcare Operation and the Role of Knowledge Management. Hershey, PA: IGI Global, 2010. https://doi.org/10.4018/978-1-60566-284-8.ch014

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Abstract

It does not seem that recent social events occur simply due to the inappropriateness of a particular individual human action or a particular technological system. Most social events are caused largely by insufficient organizational management and inappropriate organizational climate in which the participants are scarcely motivated to develop them and to continue their work in a discretionary manner. Organizational performance is improved by designing the organizational environment where the participants are inspired to work in a recursive learning process underpinned by innovative operations management on the basis of systemic thinking. The purpose of this chapter is to present empirical evidence on organizational learning type shaped by strategic business unit (SBU) in industry and to compare organizational performance representing self-discretion, team reciprocity by learning type, and also to identify multiple causations among the structural variables of predictors,

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