The Impact of Organizational Learning and Human Resource Management on Organizational Performance

Table of Contents

• Introduction
• Conceptual framework of interdependecies between organizational learning, human resource management and organizational performance
  • Main approaches to the relationship between organizational learning, human resource management and organizational performance
  • Definition of main theoretical concepts
  • Open questions in existing literature as starting points for further research
• Research methodology for testing the interdependencies between human resource management, organizational learning, and organizational performance.
  • Research hypotheses about the connection between organizational learning, human resource management and organizational performance
  • Dimensions of the research model and measurement of organizational learning, human resource management, and organizational performance
  • Target population and sampling approach to research on the linkage between organizational learning, human resource management, and organizational performance
  • Approach to reliability and validity in the conducted research
  • Theoretical scheme of the presupposed connex between organizational learning, human resource management, and organizational performance
  • Measurement model of the connex between organizational learning, human resource management, and organizational performance
  • Research roadmap: the development of the research scheme and evidence based adaptation
  • Approach to research evaluation
• Quantitative and qualitative analysis of the relationship between organizational learning and human resource management on organizational performance
  • Impact of organizational learning and human resource management on organizational performance: partial factor analysis
  • Modified evidence-based research model
  • Factor scores' Pearson correlation and linear regression
  • Testing interdependencies as basis for confirmation or disconfirmation of the hypotheses: regression analysis
  • Testing interdependencies via Structural Equation Modeling
  • The findings of the research
• Best-practice-example of practical implementation of research in Austrian companies
• Conclusions and suggestions

Objectives and Key Themes

This doctoral thesis examines the impact of organizational learning and human resource management on organizational performance in Austrian businesses. It aims to establish a comprehensive understanding of the interdependencies between these three elements and to develop a robust research model that can be used to analyze and predict organizational performance.

• Interdependencies between organizational learning, human resource management, and organizational performance
• Development and validation of a research model to analyze these interdependencies
• Quantitative and qualitative analysis of the relationship between organizational learning and human resource management on organizational performance
• Practical implications and best practices for Austrian businesses
• Contributions to the existing body of knowledge on organizational learning, human resource management, and organizational performance

Chapter Summaries

The thesis begins with an introduction outlining the research problem and its relevance. Chapter 1 explores existing theoretical frameworks and definitions related to organizational learning, human resource management, and organizational performance, highlighting key gaps in the current literature. Chapter 2 delves into the research methodology, establishing hypotheses and outlining the research model, sample selection, data collection, and analysis methods. Chapter 3 presents the results of the quantitative and qualitative analysis of the relationship between organizational learning and human resource management on organizational performance. It includes factor analysis, regression analysis, and structural equation modeling to assess the proposed relationships. Chapter 4 examines a best-practice example of practical implementation of the research findings in an Austrian company, providing valuable insights for practitioners.

Keywords

The thesis focuses on organizational learning, human resource management, organizational performance, interdependencies, research model, Austrian businesses, quantitative and qualitative analysis, factor analysis, regression analysis, structural equation modeling, practical implementation, and best practices.