Abstract

Objective- In today's world of ever-increasing competition, organizations are forced to look for new ways to improve their performance. Firms are increasingly focusing on the concept of organizational learning to increase their competitive advantage, innovation, and effectiveness. The study aims to examine the impact of organizational learning on organizational performance of south Indian automobile industries.

Design/Methodology/Approach- The paper is conceptualized and is based on primary data collected from employees working in the manufacturing department of automobile companies. Research instrument development was preceded by focus group discussions.

Findings- Senge model in this study shows that system thinking, team learning, building shared vision, mental models and personal mastery have an influence on Organization learning and Organization performance. 

Limitations- The study was cross sectional and that was a limitation. A longitudinal study would have helped study the impact of organization intervention on learning and performance. The limitation to Senge’s model was also a limitation as other factors contributing to organization learning and performance were not in the purview of this study.

Practical Implications- The paper shows the relevance of Senge’s learning model in the automobile industry. The aspects of system thinking, team learning, building shared vision, mental models and personal mastery are factors that organizations should focus on during training, appraisals and managing productivity.

Originality/value- The paper is an original contribution to the field of organization learning and performance in the automobile industry in the South Indian context. Having practically applied Senge’s model to the South Indian automobile industry it proves the validity of the model in this industry and this part of the world.

Keywords: Organization learning, organization performance, India, South India, Automobile Industry, Senge