Organizational Learning and Its Linkages with Employee Innovation/ Behaviors

Abstract

This paper looks at the interplay and inter-linkages between three organizational based paradigms. It tries to link employee behaviors with motivation/innovation under the overarching theme of organizational learning. In short, what the paper attempts to do is to look at the causal linkages between employee behavior/ motivation, innovation, and levels of learning, and how the interlinking between these paradigms changes as the employee moves higher up in an organization. These changes can consequently affect the level and quality of organizational learning. It shows how the /eves/ of learning in an organization, as perceived by the employee, must keep in step with the level at which the employee is placed in the company. A framework which was developed to emphasize these points is then discussed and two examples of employee-based innovation from two internationally well-known companies are elaborated. The paper concludes by looking at some of the inferences which can be drawn from the paper and with directions for future research.