Validating an Organizational Action System Model from a Learning and Performing Perspective

This paper investigates to what extent organizational performing and learning actions can be measured. The study is grounded in Talcott Parson’s theory of social action systems which provides a theoretical and empirical foundation for organizational theorists to enhance their understanding of constructs such as organizational effectiveness, organizational change, organizational learning, and organizational culture. This inquiry, anchored in the constructs noted, uses quantitative techniques, specifically, a survey of employees. Structural equation modeling (SEM) based on LISREL methodology was applied to the survey data to investigate to what extent organizational performing and learning actions can be measured as theory predicts through organizational members’ perceptions of organizational learning and performing actions within an organization action system. The study explored the perceived impact of 1) organizational learning actions and 2) organizational performing actions on 3) organizational performance. The results of the confirmatory factor analysis from this study indicate that each of the constructs may well fit their respective hypothesized models. 1 20101 Academic Way, Suite 228 Ashburn, VA 20147 (703) 362-7273 [email protected] Fax: (703)726-2538 2 20101 Academic Way, Suite 228 Ashburn, VA 20147 (703) 726-8203 [email protected] Fax: (703) 726-2538