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Dimensions of social capital and learning culture: a case of an IT organization

Srirama, MV and Iyer, PP and Reddy, H (2020) Dimensions of social capital and learning culture: a case of an IT organization. In: Learning Organization, 27 (4). pp. 337-349.

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Official URL: https://dx.doi.org/10.1108/TLO-06-2019-0094


Purpose: Earlier studies of social capital have focused on its influence on various aspects of business. There is substantial void in the literature on how social capital enables learning culture in organizations. The purpose of this paper is to explore direct and indirect relations between dimensions of social capital and learning culture in the organizational context. Design/methodology/approach: A survey-based research was conducted in which the questionnaire based on the Dimensions of Learning Organization Questionnaire (DLOQ) and social capital was used. Participants in this study were employees from an IT organization based in India. Data was subjected to structural equation modeling to understand causal relations between social capital and learning culture. Findings: This empirical study emphatically shows that parameters of social capital positively influence individual learning. Results show that shared vision, shared narratives in the cognitive dimension; trust and identification in the relational dimension; and mutual confiding in the structural dimension have a positive influence on individual learning. Originality/value: Findings in this paper indicate that a culture of learning in organizations starts with individuals and it can be fueled and sustained by social capital embedded within the organization if managers focus on enabling the factors identified in this study through policies and practices. © 2020, Emerald Publishing Limited.

Item Type: Journal Article
Publication: Learning Organization
Publisher: Emerald Group Publishing Ltd.
Additional Information: copy right for this article belongs to Emerald Group Publishing Ltd.
Keywords: s Social capital, Learning culture, Structural equation model, Individual learning
Department/Centre: Division of Interdisciplinary Sciences > Management Studies
Date Deposited: 13 Mar 2021 05:38
Last Modified: 13 Mar 2021 05:38
URI: http://eprints.iisc.ac.in/id/eprint/66000

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