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Evaluating the effects of executive learning and development on organisational performance: implications for developing senior manager and executive capabilities

Evaluating the effects of executive learning and development on organisational performance: implications for developing senior manager and executive capabilities
Evaluating the effects of executive learning and development on organisational performance: implications for developing senior manager and executive capabilities
In spite of decades of research into high-performance work systems, very few studies have examined the relationship between executive learning and development and organisational performance. In an attempt to close this gap, this study explores the effects of a validated four-dimensional executive learning and development measure on a composite measure of organisational performance. The study is based on ordinal regression analysis with empirical data elicited from 222 executives and senior leaders drawn from a wide geographic region. The theoretical link theoretical between the two variables was established by building on the Activity-Motivation-Outcome concept in order to encapsulate human capital, dynamic capability, resource dependency, social exchange and leader-member-exchange theories. The study reported an overall positive effect of executive learning and development on firm performance and has significant implications for the effective development of executive and senior management capabilities as a means of improving organisational effectiveness.
1360-3736
177-199
Akrofi, Solomon
9483c5c0-0533-4597-8262-c97a05e4c9df
Akrofi, Solomon
9483c5c0-0533-4597-8262-c97a05e4c9df

Akrofi, Solomon (2016) Evaluating the effects of executive learning and development on organisational performance: implications for developing senior manager and executive capabilities. International Journal of Training and Development, 20 (3), 177-199. (doi:10.1111/ijtd.12082).

Record type: Article

Abstract

In spite of decades of research into high-performance work systems, very few studies have examined the relationship between executive learning and development and organisational performance. In an attempt to close this gap, this study explores the effects of a validated four-dimensional executive learning and development measure on a composite measure of organisational performance. The study is based on ordinal regression analysis with empirical data elicited from 222 executives and senior leaders drawn from a wide geographic region. The theoretical link theoretical between the two variables was established by building on the Activity-Motivation-Outcome concept in order to encapsulate human capital, dynamic capability, resource dependency, social exchange and leader-member-exchange theories. The study reported an overall positive effect of executive learning and development on firm performance and has significant implications for the effective development of executive and senior management capabilities as a means of improving organisational effectiveness.

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e-pub ahead of print date: 28 June 2016
Published date: September 2016
Organisations: Faculty of Business, Law and Art

Identifiers

Local EPrints ID: 402553
URI: https://eprints.soton.ac.uk/id/eprint/402553
ISSN: 1360-3736
PURE UUID: debe8000-91f4-416f-ad32-c5ef3f43f82f

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Date deposited: 24 Nov 2016 16:34
Last modified: 06 Aug 2019 18:01

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Contributors

Author: Solomon Akrofi

University divisions

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