Exploring the Influence of Organizational Culture on Dimensions of Organizational Learning at the University of the Bahamas: A Structural Equation Modeling Approach
DOI:
https://doi.org/10.33423/jhetp.v24i11.7409Keywords:
higher education institutions (HEI’s), competing values framework (CVF), SmartPLSAbstract
This study examines the relationship between organizational culture (OC) and organizational learning (OL) at the University of The Bahamas (UB), contributing to international human resources development (HRD) research. Using Structural Equation Modeling (SEM), a sophisticated statistical technique, the research explores how different OC types (clan, adhocracy, market, and hierarchy) impact OL at various organizational levels. By focusing on a higher education institution (HEI) in a developing country, the study expands our understanding of OC's influence on OL beyond developed nations. This research is particularly noteworthy for its use of SEM in the Bahamas, highlighting its adaptability and effectiveness in HRD research, especially in international and culturally diverse contexts. The findings provide valuable insights into the interplay between OC and OL, offering practical recommendations for HEIs to foster continuous learning and improvement. Key contributions include filling a gap in the HRD literature by examining OC and OL within a Bahamian HEI, showcasing SEM's superior capability in handling complex interdependencies, and providing fresh perspectives and practical recommendations for developing effective learning environments in HEIs in developing countries. The study underscores the importance of adaptable and culturally sensitive analytical approaches in HRD, offering a robust framework for enhancing organizational learning within diverse global contexts.
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