English Abstract
Abstract :
Purpose – The topic of learning organizations has been under discussion for decades,
but few studies have touched on the learning organization in the public sector. This
study explores the applicability of implementing a governmental learning organization
in Bahrain and identifying the relationship between the learning organization
dimensions and organizational performance.
Design/ methodology/ approach – An empirical study has been applied to collect data
from 136 representatives of the public sector according to the cluster sampling
technique. The research conceptual model was composed of eight independent
variables: continuous learning, inquiry and dialogue, team learning, embedded
systems, empowerment, system connectivity, strategic leadership, and digitalization
strategy. The study instrument was the Dimensions of the Learning Organization
Questionnaire, which measures the respondents’ perceptions of the learning
organization dimensions on a 6-point Likert scale. The data have been analyzed mainly
by IBM SPSS Statistics (version 22) to extract the study findings.
Findings – The study reveals the significant relationship between organizational
performance in the public sector and almost all learning organization dimensions,
including continuous learning, inquiry and dialogue, team learning, empowerment,
system connectivity, strategic leadership, and digitalization strategy. Hence, the
learning organization is applicable in Bahrain's public sector. The most important
dimensions for high organizational performance are digitalization strategy, system
connectivity, and strategic leadership.
Research limitations – The respondent must be aware of the organization's internal
environment to answer the questions fully and fairly. Hence, the findings represent top
and middle management's perception in the public sector only, which comprise the
study's main limitation.
Originality/ value – The findings enrich the organizational development field in
general and the public sector in particular. The study findings are closely related to the
characteristics of the public sector and its cultural differences. Therefore, the study has
some practical implications for scientific research in the same field, and policymaking,
decision-making, and human resource management practices in the governmental
organizations in Bahrain. In addition, similar organizations in the Gulf Cooperation
Council and the region can benefit from the study findings as well. The main
recommendations of this study are to adopt the learning organization as a proactive
strategy in the public sector, and to consider digitalization as a primary dimension to
maintain a governmental learning organization.
Keywords: Learning Organization, DLOQ, Knowledge Management, HRM, Public
Sector, Government, Bahrain, Digitalization, Continuous Learning, Inquiry and
Dialogue, Team Learning, Embedded Systems, Empowerment, System Connectivity,
Strategic Leadership.
