The Impact Of Organizational Learning Culture And Structure On Organizational Performance And Innovativeness: The Case Of Selected Public Higher Learning Institutions, Ethiopia

Abstract

This study aimed to investigate the impact of organizational learning culture and structure on organizational performance and innovativeness at selected higher learning institutions in Ethiopia. The study addressed organizational learning culture and structure in terms of continuous learning, dialogue and inquiry, team learning, embedded system, empowerment and leadership and also, de-centralization structure and formalization structure respectively with the purpose of finding out how each of these influences organizational performance and innovativeness. It also addressed a gap related to the fact that there is a lack of research investigated on the area of organizational learning culture and structure of higher learning institutions in Ethiopian. The methodology employed to conduct this study was cross-sectional survey design. Questionnaire was prepared and examined based on open and closed ended questions. The sample size of 312 academic and administrative staff was taken from a total population of 1667 from three selected universities, namely Jimma University, Adama Science and Technology University and Wolktie University by using stratified random sampling followed by purposive sampling and data was collected through questionnaire and interview. The data was analyzed using descriptive statistics (Frequency, Percentage, Mean and Standard Division) and inferential levels (correlation coefficient, variance analysis, independent T- test) using SPSS software version 20. The findings of the study shows that organizational learning culture and structure have a positive impact and significant (at p-value=.001 and .000) but, strongly and moderate effects on organizational performance respectively. Moreover, organizational learning culture and structure have a positive impact and significant (at p-value=.000, and .000) and moderate effects on organizational innovativeness respectively. The finding of the study revealed, that, there were lack of organizational learning culture indicators in HLI but those are more effected organizational performance and innovativeness like team learning, employee empowerment, dialogue and inquiry, leadership and continuous learning. The researcher strongly recommended that organizations should be formulating to implement organizational learning culture and structure based on the proposed model in order to achieve an excellent performance standard and also universities should be adopt more de-centralization form of structures as means of improving the decision making process and that employees should be empowered to be more innovative in carrying out tasks.