The Implementation of Learning Organization Elements and Their Impact towards Organizational Performance amongst NPOs in Singapore

Abstract

The purpose of this paper is to investigate how Learning Organization Elements (LOE) was implemented amongst non-profit organizations (NPO's) in Singapore. Through a self-administered survey and in-depth interviews, organizational performances of 60 non-profit organizations NPOs were evaluated, whilst the extent to which the LOE were carried out within these NPOs were also discussed. Findings suggest that elements such as clarity of mission and vision, experimentation and intrinsic motivation, leadership commitment and empowerment, and organizational learning practices were deemed to be essential for NPOs to be transformed into a learning organization. Other elements such as individual learning and team-problem solving as well as organizational learning practices were also mentioned by respondents as important elements toward NPOs' performance. Implications of the study including the applications of those LOE together with a strategic dimension in order for NPOs to become learning organizations, as well as to achieve superior organizational performance were also highlighted. [ABSTRACT FROM AUTHOR] Copyright of International Journal of Business & Management is the property of Canadian Center of Science & Education and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)