National culture and the learning organization

C. Muhammad Siddique

Management Research Review, 2017, vol. 40, issue 2, 142-164

Abstract: Purpose - This paper aims to examine the concept of learning organization (LO) in the United Arab Emirates (UAE). Its objective is to provide initial insight into the potential impact of cultural context on how business managers perceive and interpret the LO theory and practice. Design/methodology/approach - The study was conducted in two phases; the first phase involved a focus group review and discussion of the LO concept and major LO models. With insights gained from the focus group discussions, the second phase of the study developed a number of hypotheses on the potential impact of national cultural orientations on the LO concept, which were tested with managerial responses to a survey. Findings - While UAE managers viewed and interpreted the LO concept in several different ways, most qualitative comments emphasized the following four aspects of an LO: workplace learning, organizational learning, learning climate and learning structure. Both sets of data revealed strong linkages between dimensions of national culture and the LO concept. Organizational culture partially mediated the relationship between national cultural orientations and aspects of an LO. Potential barriers to the implementation of the LO concept as perceived by respondents were largely related to national cultural value orientations and organizational cultures. The findings suggested that Western LO models and measurement instruments do not fully capture the socio-cultural reality of UAE-based organizations and the manner in which they view and interpret the LO concept and practices in their specific context. Research limitations - Being a preliminary and largely reflective in nature, the present study has relied more heavily upon the qualitative data than the survey data. Practical implications - The findings of this study document the value of culture-specific criteria to monitor the performance of companies in their LO journey rather than using a standardized LO assessment model. Originality/value - The study represents an initial attempt at enhancing the understanding of the impact of national culture on the development and application of the LO concept and the challenges it faces in the UAE context.

Keywords: Learning organization; National culture; UAE; Organizational culture; Arabian gulf region; Hofstede’s cultural dimensions (search for similar items in EconPapers)
Date: 2017
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Persistent link: https://EconPapers.repec.org/RePEc:eme:mrrpps:mrr-04-2015-0091

DOI: 10.1108/MRR-04-2015-0091

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