Learning organization and sustainable competitive advantage: the case of Universities in Rwanda
| dc.contributor.author | Mbassana, Marvin Elie | |
| dc.date.accessioned | 2019-11-14T07:18:17Z | |
| dc.date.accessioned | 2020-01-08T09:51:23Z | |
| dc.date.available | 2019-11-14T07:18:17Z | |
| dc.date.available | 2020-01-08T09:51:23Z | |
| dc.date.issued | 2014 | |
| dc.description | Available in print form, East Africana Collection, Dr. Wilbert Chagula Library, Class mark (THS EAF HD58.8.R95M3252) | en_US |
| dc.description.abstract | The purpose of this research is to examine the relationship between learning organization dimensions and sustainable competitive advantage. It tries to see whether the Dimensions of Learning Organization Questionnaire (DLOQ) proposed for measuring learning organization dimensions are applicable in Rwandan institutions, and whether universities could be learning organizations or merely teaching institutions. This research used primary data from a survey collected by the researcher. The survey data were collected using Watkins and Marsick’s DLOQ. This instrument assesses participants’ attitudes to learning organization dimensions. In total, 430 respondents participated in the study, comprising 98 administrative staff, 208 academic staff, and 124 technical staff members who represented 5 universities in Rwanda. The seven dependent variables were the seven dimensions of the survey instrument. The three predictor variables were knowledge performance, improved knowledge and creativity and innovation. The results showed that the DLOQ is a valid construct in the Rwandan context, that learning is moderately supported in universities, and that there is a statistically significant relationship between learning organization and knowledge performance, improved knowledge and creativity and innovation. The findings established that learning organization should be considered relevant to improve performance in universities, and as such sustain their competitive advantage. The study showed that learning impacts both the individual as well as the organization. Management should therefore support employees’ learning for organizational benefits. The study provides a tool to assess and build a learning organization through the seven dimensions of a learning organization. | en_US |
| dc.identifier.citation | Mbassana, M. E. (2014) Learning organization and sustainable competitive advantage: the case of Universities in Rwanda, Master dissertation, University of Dar es Salaam, Dar es Salaam | en_US |
| dc.identifier.uri | http://localhost:8080/xmlui/handle/123456789/5301 | |
| dc.language.iso | en | en_US |
| dc.publisher | Unversity of Dar es Salaam | en_US |
| dc.subject | Organizational change | en_US |
| dc.subject | Organizational learning | en_US |
| dc.subject | Higher institutions | en_US |
| dc.subject | Universities | en_US |
| dc.subject | Rwanda | en_US |
| dc.title | Learning organization and sustainable competitive advantage: the case of Universities in Rwanda | en_US |
| dc.type | Thesis | en_US |