Organizational Learning Capacity and Its Impact on the Results in a Government Agency in Chile

dc.contributor.author	Oviedo-García M.A.
dc.contributor.author	Castellanos-Verdugo M.
dc.contributor.author	García Del Junco J.
dc.contributor.author	Riquelme-Miranda A.
dc.date.accessioned	2020-09-02T22:25:12Z
dc.date.available	2020-09-02T22:25:12Z
dc.date.issued	2014
dc.identifier	10.1080/10967494.2014.874263
dc.identifier.citation	17, 1, 74-110
dc.identifier.issn	10967494
dc.identifier.uri	https://hdl.handle.net/20.500.12728/5697
dc.description	Rising demand for quality, efficiency, and openness in the management of collective problems and their solutions has prompted successful government agencies to consider knowledge as a key resource. Government agencies make intensive use of human capital and knowledge in the performance of their duties. Knowledge represents the most important strategic resource, and its skillful management is a key capability in institutional performance. Using structural equation modeling, we analyze the relationship between the learning capability of an organizational system, characterized by the dynamic interaction of stocks and flows of knowledge, and its impact on performance. Our results support the view that learning capability, especially knowledge flows and stocks, has a positive impact on the performance of public institutions. © 2014 Copyright Taylor and Francis Group, LLC.
dc.language.iso	en
dc.title	Organizational Learning Capacity and Its Impact on the Results in a Government Agency in Chile
dc.type	Article

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