Facilitating organizational learning in the Russian business context
Purpose: the paper identifies particular traits of the Russian context which condition two key enablers of organizational learning: organizational culture and transformational leadership. Design/Methodology: drawing on a literature review, the study determines management challenges by implementation of organizational learning in the Russian business context. Taking this into account the authors suggest specific model of organizational learning which contains organizational learning processes, organizational culture oriented towards learning and transformational leadership. Empirical justification of this model is provided using a sample of more than 100 respondents. PLS-analysis is applied to define structural relationships between the elements of proposed model. Findings: the study reveals the positive and significant influence of transformational leadership and an organizational culture on organizational learning processes. Moreover, transformational leadership is shown to have a positive impact on an organizational culture, confirming the hypothesis regarding the pivotal role of leaders in the Russian business context. Practical implications/limitations: the findings of this study can assist managers doing business in Russia to improve organizational learning processes. The size of the sample appears to be the main limitation of this study. Questions that might also be addressed in additional research concern the influence of organizational learning on the performance of Russian companies. Originality/value: the paper contributes to a better understanding of the barriers and stimuli exacted on organizational learning and provide empirical evidence of organizational learning practices of Russian companies.