Abstract:

The purpose of this study is to critically review the relationship between organizational performance and organizational learning culture; the latter being the determinant for a long-lasting, enduring operant performance.  It has been proven that information acquisition, distribution, and interpretation to organizational memory is what organizational learning is all about. Transformation of tacit into explicit knowledge is a key function of it to bring about cognitive and behavioural changes.  A strong cultured organization is not merely the sum of individual learning, but also involves the exchange of knowledge among organizations, teams, individuals and the environment.  Seeking out to take individual performance and convert or transform it to organizational performance entails solid team work.  Organizational performance is measured both in terms of quantitative and qualitative data, is influenced by a variety of factors either implicitly or explicitly and can be approached by subjective and objective ways.  To this end, organizations, whether private or public, by recognizing that learning culture is absolutely critical for their success, can be strategic and creative and able to grow and thrive in an ever changing environmental loop, by achieving overall (operational and financial) performance.