International Journal of Trend in Scientific Research and Development (IJTSRD)

Volume 7 Issue 2, March-April 2023 Available Online: www.ijtsrd.com e-ISSN: 2456 – 6470

The Role of Organizational Learning and Culture in

Building Organizational Competitiveness
Arquimino Ramos1, Lena Ellitan2
1
National Police Academy, Dili, Timor-Leste
2
Faculty of Business Widya Mandala Catholic University, Surabaya, Indonesia

ABSTRACT How to cite this paper: Arquimino

The factor that becomes the main concern in an organization is Ramos | Lena Ellitan "The Role of
humans, because humans play a major role in an organization. So Organizational Learning and Culture in
humans, must be managed as employees and not as machines. Building Organizational
Therefore, the organization must manage employees as the main and Competitiveness"
Published in
important factor for the success of the organization. Developing good
International Journal
human resources and using them properly can help organizations of Trend in
become dynamic and achieve maximum work performance, work Scientific Research
motivation can be increased in order to get civil servants in and Development
professional government agencies. An organization's ability to (ijtsrd), ISSN: 2456- IJTSRD53990
compete and keep abreast of technological, information and 6470, Volume-7 |
communication developments certainly needs the support of Issue-2, April 2023, pp.502-509, URL:
individuals within the organization. This article discusses the role of www.ijtsrd.com/papers/ijtsrd53990.pdf
organizational learning and organizational culture in building the
competitiveness of an organization. Several studies show that Copyright © 2023 by author (s) and
organizational learning has a very important role in increasing International Journal of Trend in
Scientific Research and Development
organizational competitiveness. An innovative culture has the
Journal. This is an
following characteristics: creative, result-oriented, and a challenging Open Access article
work environment. A supportive culture is characterized by distributed under the
teamwork and people-oriented (relational), encouraging employees to terms of the Creative Commons
take action and a work environment that is full of trust and Attribution License (CC BY 4.0)
achievement. (http://creativecommons.org/licenses/by/4.0)

KEYWORDS: Organizational Learning, Organizational Culture and

Organizational Competitiveness

INTRODUCTION:
The factor that becomes the main concern in an advantage in order to survive which is supported by
organization is humans, because humans play a major organizational intelligence to manage knowledge
role in an organization. So humans, must be managed through a continuous learning process. With the
as employees and not as machines. Therefore the existing problems and progress, it means that every
organization must manage employees as the main and organization is required to be able to compete and
important factor for the success of the organization. increase its competitiveness in order to be able to
According to Wirman & Alwi (2014), the role of keep up with the times and survive in an increasingly
humans is very important in every achievement of sophisticated era with advances in technology,
organizational goals, both private and government information and communication.
organizations, so that the elements of labor or staff
An organization's ability to compete and keep abreast
need to be given proper attention by management or
of technological, information and communication
leaders in each agency. Therefore employees are
developments certainly needs the support of
given proper motivation in order to work with good
individuals within the organization. As mentioned by
performance.
Ducker (1992), that at this time we are in the era of
The rapid development of science and technology the communication revolution, organizations must
today makes organizations faced with a challenge in have explicit knowledge (know how) and tacit
facing competition. HR quality is one of the key knowledge (know why). As well as the knowledge
factors in organizational competitiveness. Every possessed by each individual in the organization is the
organization is required to have a competitive key to success in improving the welfare of the

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organization and the welfare of the individuals within A strong corporate culture can result in a company
it. As a learning organization, educational and being able to increase its competitiveness, so that it
training institutions must be able to produce human can take coordinated actions against competitors and
learners. Human learners are people who place customers. Apart from that, corporate culture can
learning actions in the totality of their life schemes. direct employees who have more competence to be
Forming human learners in a broad sense cannot be able to achieve goals together. This paper specifically
instantaneous, but through a process of evolution of discusses the role of learning and organizational
consciousness. It takes seriousness and a long span of culture in increasing organizational competitiveness.
time to achieve it.
Organizational Learning
Developing good human resources and using them Senge (1994) says that learning is no longer the same
properly can help organizations become dynamic and as acquiring knowledge, but behavior will change
achieve maximum work performance, work when you learn. By studying seriously, you can know
motivation can be increased in order to get civil well what is known as human values. Through
servants in professional government agencies. Human learning can rebuild yourself. Through learning will
resource development in question is the withdrawal, be able to do something that has never been done
training and promotion of positions or ranks. The before. Through learning can feel again the world and
performance of an institution such as the police, the the existence of one's own relationship with the
role of the leader is one of the keys to the successful world. Through learning can expand the ability to
delivery of public services. Therefore, in order to create, and become part of the process of generating
realize the services of the police institution to the life. In every human being there is a strong desire to
community, the performance of each member is learn.
needed in a professional manner. This means that Still according to Senge (1994) that learning occurs
leaders in police institutions must be able to when individuals are regularly given space to
encourage their members to work with high discover and create the reality they face or learn. In
performance. (Solikin, 2019). this way, individuals at each stage become new
Furthermore, competitive advantage can result from human beings, can do, understand or live up to
the difference (differentiated) owned by a company something they have not experienced before, can have
against other similar companies. Differences in different perceptions of the reality they face, and
national values, culture, economic structure, become part of the formation of a generation that has
institutions, and history all contribute to success in a new paradigm.
competition. Corporate culture is one of the important Argyris (1996) reveals that organizational learning is a
factors in increasing the competitiveness of process of detecting and correcting errors. Garvin
companies. Therefore, corporate culture can be a key (2000: 11) defines organizational learning as
factor that determines the success or failure of a organizational expertise to create, acquire, interpret,
company in achieving its goals. At first, non- transfer and share knowledge, which aims to modify
academic people did not like organizational culture, its behavior to describe new knowledge and insights.
because they did not believe that it had a very large Competitive organizations must develop a culture of
influence on organizational performance. However, learning and become learning organizations. A
after conducting research by several universities and learning organization (learning organization) is an
consultants such as Harvard, Stanford, MIT, ongoing process within an organization that provides
McKinsey, and MAC, they began to feel the smooth learning and individual development for all
importance of what they call corporate culture or employees, while maintaining continuous
organizational culture. The basis for their thinking is transformation, empowering human resources in an
through the results of three studies, among others, effective learning organization (learning organization)
research on Japanese companies that consistently requires skills that must be possessed by every
outperform their American competitors, American personnel to build a learning organization. These skills
companies that still have good performance amidst are: personal mastery (competent), mental models
intensification of heated business competition since (mental patterns), shared vision (same vision), team
the 1970s, and companies that is struggling to learning (learning team), and systems thinking
develop and implement strategies to face the new (system thinking), so that learning organizations can
competitive environment. Corporate culture can have be realized optimally. Optimal learning organization
a significant influence, especially if the culture is can have a positive impact on achievement. Self-
strong. achievement is the appearance of personal work both
in quantity and quality in an organization. Basically

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this learning organization is a concept in which the learning is defined by and depends on structures and
organization must go through a continuous learning processes that: create ongoing opportunities for
process independently to face obstacles both from learning, foster inquiry and dialogue, encourage
within and from outside the organization to achieve collaboration and group learning, establish systems for
common goals. An important benefit of building a acquiring and sharing learning, empower
learning organization is that the organization is able to organizational members towards a shared vision, and
face the challenges of change in all aspects of the linking the organization to its environment.
living environment and adapt to these changes in order Organizational learning in this study refers to the
to survive and develop, achieve high performance and opinion of Garvin (2000) who defines organizational
win the competition, and improve quality by learning as organizational skills to create, acquire,
generating innovation. interpret, transfer and share knowledge, with the aim
Khandekar and Sharma (2006) define organizational of modifying the behavior of its members to develop
learning as an organization that facilitates learning for new knowledge and insights. Because organizations
all members of its organization and continuously learn through individuals in the organization,
transforms itself. Organizational Learning is the organizational learning in this study occurs through
process of acquiring knowledge individually and in leadership learning. As revealed by Kim (1993) who
groups that are willing to apply it to their work in emphasizes the importance of the relationship between
making decisions and influencing each other as a individual learning and organizational learning by
dynamic capability as a source of competitive stating that "organizations primarily learn from
advantage. members of the organization." Marquardt (1996:21)
states that individual learning and organizational
Organizational Learning is based on the basic
learning cannot be separated. Organizations learn
principles of learning, namely receiving and collecting
through the individuals who are part of the
information, interpreting it, and acting on the
organization. Individual learning refers to changes in
interpretation of that information (Garvin, 2000:13).
skills, insights, knowledge, attitudes, and values
Organizational learning provides the principles and
acquired by a person through experience, insight and
foundations that make organizational learning possible
observation.
(Cleveland and Plastrik, 1995). Organizational
Learning can also be described as a set of Organizations that practice organizational learning are
organizational behaviors that demonstrate a those that have expertise in creating, acquiring, and
commitment to learning and continuous improvement. transferring knowledge, and modifying their behavior
Organizational learning is a type of activity within an to reflect new knowledge and experiences.
organization where an organization learns (Ortenblad, Organizational Learning resists stability by means of
2001). Besides that, organizational learning according constant self-evaluation and experimentation. Baldwin
to López et al. (2005) is a dynamic process of et al. (1997) stated that organizational members at all
creating, acquiring, and integrating knowledge to levels, not just top management, are continuously
develop resources and capabilities to contribute to observing the environment in an effort to obtain
better organizational performance. Organizational important information, change strategies and programs
learning according to Senge (1994) is one of the skills needed to benefit from changes in the environment,
that must be possessed by leaders. In learning in the and work with appropriate evaluation methods,
organization, superiors continuously provide procedures, and techniques. continuously repaired.
opportunities for every member of the organization to Organizations that are willing to experiment and are
learn and because with learning abilities will increase. able to learn from their experiences will be more
successful than organizations that do not (Wheelen
Van Vught (1995) explains several things that play an
and Hunger, 2002:9). In order to achieve and maintain
important role as levers and drivers of learning in
a competitive advantage in a rapidly changing
organizations, namely: commitment to a shared vision,
business environment, organizations must be able to
maintaining dialogue habits, mobilizing activities,
increase their learning capacity (Marquardt, 1996).
designing the right organizational context (designing
organizational infrastructure that fits the An organization learns in several ways. Pearn et al.
characteristics or needs of new knowledge ), and share (1995) stated that organizational learning emphasizes
new knowledge to all units and levels of the the use of learning processes at individual, group and
organization. organizational levels to transform organizations into
various ways that can increase stakeholder
Watkins and Marsick (1993:11) provide a practice-
satisfaction. Kim (1993) emphasizes the importance of
oriented concept, namely organizational learning that
the relationship between individual learning and
is focused on people. In their view, organizational

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organizational learning by stating that "organizations sharing perspectives, sharing mental models or
primarily learn from members of the organization". sharing shared visions) are the main key to success.
Individual learning and organizational learning cannot from the organizational learning process, and after the
be separated. formation of organizational tacit knowledge, followed
by an institutionalization process to transform
Organizations learn through the individuals who are
organizational tacit knowledge into organizational
part of the organization. Individual learning refers to
explicit knowledge.
changes in skills, insights, knowledge, attitudes, and
values acquired by a person through experience, The benefits of building a learning organization
insight and observation (Marquardt, 1996). It can be (Senge, 1994), namely:
said that formal education is a way to improve 1. Can anticipate, as well as adapt to changes that
individual abilities and that organizations benefit from occur
the various activities of these educated individuals. 2. Avoid repeating mistakes.
According to this view, learning is a phenomenon in 3. Can maintain critical old wisdom and knowledge
which organizations benefit from the skilled members that might be lost or forgotten.
of their organizations. Today, individual learning does 4. Able to accelerate the development of products
not guarantee learning organizations, but and services significantly
organizational learning will not occur without 5. Streamlining the flow of knowledge throughout
individual learning (Garvin, 2000; Kim, 1993). the organization
6. Easy to learn, both from competitors and
The concept of individual learning implicitly explains
collaborators
that humans have the ability to learn and change to
7. Can shorten the time in making strategic changes.
achieve self-maturity. Humans are expected to always
be willing to learn about their environment (out-side Dimensions of Organizational Learning Senge (1994)
in-down), and at the same time get to know and then states that there are five learning dimensions that are
actualize themselves (inside up-out). It is hoped that very necessary to realize Organizational Learning,
humans are able to position themselves according to namely: (1) systems thinking; (2) mental models; (3)
their own capacity, so that they can provide the best personal mastery (4) team learning (5) shared vision.
contribution at least for themselves, and more broadly These five dimensions will be explained in more detail
to create prosperity for the organization, society or the below.
environment. 1. System thinking (System Thinking)
Group or team learning involves an increase in the Includes a framework that is used to explain a pattern
knowledge, skills and competencies that are shared by of events, or help explain the process of change. It is a
the group and within the group. Meanwhile, conceptual pillar that underlies all disciplines in a
organizational learning refers to increased intellectual learning organization. Systems thinking is closely
and productive capabilities obtained through the related to shifting the mindset from a partial
commitment of the entire organization and perspective to a more holistic perspective, seeing the
opportunities for continuous improvement. phenomenon as a whole so that the emphasis is more
Organizations also learn from other organizations, for focused on interconnectedness frameworks.
example when a company acquires or merges with System thinking is also a paradigm that does not only
another company, the company can absorb the emphasize one pattern of change but rather a dynamic
company's methods and procedures or combine them and systematic way of thinking. Therefore,
with its own methods and procedures, so that new organizations that are built with a system mindset will
knowledge is formed both in its processes and be able to see the overall pattern of change with the
personnel. Without an organizational learning view that all human beings are interrelated, influence
mechanism, the organization will not be able to each other and form synergies.
maintain the consistency of its growth and
development, so it will not be able to produce greater 2. Mental models (Mental models)
added value for stakeholders (Marquardt, 1996). Mental models are assumptions to explain how to
Basically there is no fundamental difference between understand the processes in this world and how to act
individual learning processes and organizational in response. They are also windows from which we
learning processes. The difference occurs in the see, and we must clean these windows so that we can
number of members involved, so the main concept of adapt to the phenomena around us. Mental models can
the organizational learning process is learning together be interpreted as deep assumptions, generalizations or
(involving all members of the organization), where views that influence how humans understand the real
sharing mechanisms (both sharing ways of thinking, world around them and how humans take action.

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Humans are often not aware of the Mental models Personal Mastery is a personal discipline that
they have or the influence of Mental models on their continually clarifies and deepens vision by looking at
behavior. Inquiry (curiosity) and Advocacy reality objectively, and by focusing energy and
(advocacy) is a strategy for change. Through mental developing patience. This element is an essential
models, the surface will emerge and the person aspect of learning organization. Humans who have
concerned will be able to discuss productively through high Personal Mastery have positive characteristics.
openness. They have a high commitment to the goals that lie
behind their vision. Individuals who have these
Efforts to update the mental model need to be
characteristics see vision as a calling, not just a
continuously carried out by everyone in the
brilliant thought.
organization because: first, the mental model
influences every decision taken; secondly, if a 1.1. Learning Team (Team Learning)
decision is made on the basis of a mental model that A. Team learning focuses on the process of
does not match the objective reality and substance of synchronizing and developing the capacity of the
the decision, then the decision is incorrect and will team to get the desired result or output. Team
harm other people; third, an ideal mental model is a learning is a vital force in creating a learning
mental model that fits (approaches) the description of organization. Team learning is basically a process
the objective reality of its substance. With a mental of increasing team capacity so that results are
model in accordance with objective reality, the created which are the embodiment of the desires
decisions taken can be better and more effective. and cooperation of each individual in the team.
Therefore, the understanding of the team implies a
1. Personal Mastery
group of people working together as a unified
Personal Mastery expresses the degree of fluency or
whole, trusting each other, respecting each other's
expertise in a particular subject. This ability requires a
strengths in the team so that fellow teams can
long-term learning commitment to develop specific
complement and contribute to the realization of
skills, at any position in the organization. In simple
the desired teamwork results.
terms, it can be interpreted as an individual's ability to
B. Team learning relates to the collective skills and
develop in mastering and understanding certain
expertise of individuals that produce higher
aspects. Someone who has a fairly high Personal
quality thinking than individual thinking. Through
Mastery can consistently realize what he wants. These
Team Learning, a strong sense of togetherness and
people do it diligently through the learning process
ownership will grow where each individual will
that they do themselves continuously and not just to
interact to channel his energy to create common
achieve goals.
goals, vision and understanding among
Personal mastery is not a knowledge or discipline that individuals. Team learning will run optimally if
is owned, but rather a process or path that is passed to there are effective discussions and dialogues
achieve some vision of the future. Personal mastery is between individuals who are in the team.
something that makes a person's life more creative and
C. The team learning model builds on the other five
innovative, has high self-confidence, has a great sense
disciplinary models by facilitating processes of
of responsibility and high commitment. Someone who
dialogue and group reflection
exercises personal mastery will always see something
unexpected, a mistake or failure, as a delayed success D. necessary to develop a mutually acceptable model
and as an opportunity to learn, so he never blames of thinking. Team learning relates to how teams
others. jointly think about various complex problems they
face and how teams can create something they
The concept of personal mastery is learning at the
really want to create. Team learning relies heavily
individual level, which is the foundation for whether
on dialogue, which is a technique for harmonizing
or not organizational learning is possible. Whether or
conversations between team members.
not there is a learning process at the individual level
(personal mastery) in an organization will determine 20. Shared Vision
whether there is learning at the group level (team This discipline includes the expertise to see the future
learning). Furthermore, whether or not there is a for a realistic, believable, attractive to raise
learning process at the group level will determine commitments and reach for the future by mobilizing
whether or not there is learning at the organizational the ability of resources. Shared Vision is a vision that
level. Therefore the learning process at the individual is formed from individual vision with the aim that the
level must really be regulated, motivated, facilitated organizational vision is a reflection and reflection of
and appreciated, and developed in each individual. personal vision. A shared vision is vital in a learning

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organization because vision can provide focus and hoped for by all of us, but it is especially important for
energy for the learning process. leaders if they are to lead.
A shared vision is not only important at the start of an Organizational culture is generally understood as a set
organization's formation, so that it can serve as a of key values, assumptions, understandings and
guide, but also throughout the life of the organization. norms shared by members of the organization and
The shared vision needs to be continuously taught/inherited to new members of the organization
maintained and reviewed, therefore organizational life as the right thing (Daft, 2005). Organizational culture
is greatly influenced by changes in the external is an important factor that can be used by managers to
organization. The power of personal vision is obtained direct training in their companies (Smircich, 1983).
from the deep concern of those who have the vision, The study of organizational culture covers several
while the power of shared vision is obtained from aspects, including those based on their level (visible,
mutual concern. expressed values, assumptions used), strengths
(strong or weak), and adaptability (adaptive or non-
To be able to realize a shared vision, an effective
adaptive). Organizational culture can be assessed in
leader will always think in multiple time horizons,
many dimensions, although conceptually it seems
namely in making decisions not only thinking about
different, but basically it has similarities with regard
the moment or the present, but also thinking about the
to the models and theories used. For example, culture
impact of decisions taken for the future, and looking at
can be categorized in several ways as
past experiences. so as not to repeat past failures for
adaptability/achievements/clan/bureaucratic (Daft,
the same matter.
2005)., clan/adhocracy/hierarchy/market (Cameron
A vision of the future really belongs together if and Freeman, 1991; Quinn and Cameron, 1983;
individuals and organizations have the same picture Quinn and Rohrbaugh, 1983), and
and are mutually committed to achieving it. There are communal/fragmentation/network/mercenary (Goffee
several descriptions of individual reactions and and Jones, 1998)
attitudes towards a shared vision: (1) commitment,
Wallach (1983) argues that organizational culture is a
namely both wanting and trying to make it happen; (2)
combination of three categories, namely bureaucratic,
participation, namely wanting and doing whatever can
innovative and supportive with different degrees. This
be done within the limits according to regulations; (3)
study adapts Wallach's (1983) framework. Wallach
compliance: sincere compliance and formal
(1983) states that the organizational culture index
compliance, reluctant compliance; disobey because
(OCI) describes the profile of organizational culture
they do not see the benefit of the vision and will not
with stereotype dimensions and organizational image
carry out what is expected; apathetic, neither for nor
can be translated from a combination of these three
against the vision.
dimensions. Bureaucratic culture is characterized by
The five disciplines of organizational learning need to the following characteristics: hierarchical, cross-
be internalized and developed as a unified whole, so departmental relationships, organized, systematic and
that they can be realized in the daily actions of an has clear lines of responsibility and authority in the
organization. organizational structure. An innovative culture has
Organizational culture the following characteristics: creative, result-oriented,
The term organizational culture emerged from the and a challenging work environment. A supportive
general concept of culture rooted in anthropological, culture is characterized by teamwork and people-
historical, sociological and psychological oriented (relational), encouraging employees to take
perspectives. Kroeber & Kluckhohn (1952) released a action and a trusting work environment. An employee
list containing 160 different definitions of culture as can be more effective in his current job and realize his
an indication of the diversity of concepts of the term best potential when there is a match between
culture. The importance of culture for a leader is individual motivation and organizational culture. This
emphasized by Schein (2010) with a statement "The has significant implications in the process of
bottom line for leaders is that if they do not become recruitment, management, motivation, development
conscious of the cultures in which they are embedded, and retention of employees (Shadur et al., 1999).
those cultures will manage them. Cultural Effective leaders act as culture builders and market
understanding is desirable for all of us, but it is orientation creators (Narver et al., 1998). The
essential for leaders if they are to lead.” It is said that importance of the role of leadership in transforming
the basic thing that leaders should know is that if they organizational culture and creating market orientation
are not aware of the culture they are in, then that is clearly emphasized by Senge (1990) in Narver et
culture will govern them. Cultural understanding is al., (1998) by stating "Top management plays a

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critical leadership role in changing a culture in culture can be seen clearly (concrete) and is more
general, and in creating a market orientation in abstract. Organizational culture whose concrete form
particular. Building a organization's culture and can be seen clearly, for example the organization
shaping its evolution is the “unique and essential includes acronyms, dress styles, awards, myths and
function of leadership” It is said that top management stories about the organization, published lists of
plays a very important leadership role in changing values, observable ceremonies and rituals, special
organizational culture in general and creating market parking lots, decorations, and so on. Apart from that,
orientation in particular. Building organizational this concrete nature also includes the behavior shown
culture and shaping the evolution of organizational by individuals and groups in the organization. While
culture is an essential and unique function of organizational culture is abstract, culture reflects on
leadership. In line with Senge, Schein (1983) found the values (values) and beliefs (beliefs) that are
that the three mechanisms that most powerfully unite owned by members of the organization. Concrete
and transform culture are manifestations of organizational cultures are easier to change than
leadership, namely (1) providing role models, abstract ones. The values contained in organizational
teaching and training; (2) the leader's role in culture that are abstract last longer and do not change
measurement and control; and (3) leaders' responses too quickly. Individuals who join the organization
to organizational incidents and crises. The theory and will accept the values and beliefs that are taught to
findings of Jaworski and Kohli (1993) confirm the them. However, the values and beliefs they receive
importance of top management leadership in creating are not necessarily enough to help them achieve the
market orientation. Thus it can be emphasized that results determined by the organization. These
leadership is very important in realizing and individuals need to learn so that the values and beliefs
maintaining successful cultural change in an they have can be develop themselves. Based on some
organization. Without proper leadership, it is simply of the opinions above, it can be stated that
impossible to create a market orientation. organizational culture is very complex and has multi
Conclusion dimensions. Organizational culture is a set of values
To face today's very intense competition, all and beliefs that are accepted and applied by all
organizations must pay attention to their strategy so members of the organization in achieving
that they can face competition (Natalia & Elitan, predetermined goals. Thus, organizational culture is
2019). There needs to be a correct strategy to win the nothing but a set of rules and conditions that are
competition, while strategies including organizational agreed to be implemented by members of the
learning and organizational culture have an important organization to achieve the goals set. Organizational
role in an organization that wants to win the culture has a high value if its members obey the rules
competition. Organizational Learning is the process and conditions set by the organization. On the other
of acquiring knowledge individually and in groups hand, it has a high value. low if the members of the
that are willing to apply it to their work in making organization do not comply with the rules and
decisions and influencing each other as a dynamic regulations of the organization. Organizational culture
capability as a source of competitive advantage. The is a reflection of its characteristics, not the feelings of
role of a leader is very important in overseeing the its members. Therefore, organizational culture is a
culture of a good organization and making it a norm descriptive term so that it can be distinguished from
that must be obeyed by all members and achieving work attitudes. Researchers on organizational culture
organizational goals that have been set. An found ways to measure employees' views of the
organization is a consciously coordinated social unit organization, compliance with organizational
that functions on a relatively continuous basis to provisions, respecting the goals to be achieved,
achieve a common goal. A learning organization is an respecting organizational development, and
organization that proactively creates, acquires, and encouraging competition. While research on work
transfers and changes its behavior based on its new attitudes emphasizes more on how to measure the
knowledge and insights. The learning organization response from the work environment. The employees
(learning organization) makes a positive contribution lead to their feelings to assess their work, positive-
to the organization regarding systematic problem negative, good-bad, or satisfactory-unsatisfactory.
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@ IJTSRD | Unique Paper ID – IJTSRD53990 | Volume – 7 | Issue – 2 | March-April 2023 Page 509