Learning Organization as a Strategy to Improve Performance of Pakistani Hospitals

Abstract

This study examined the effect of the practices of learning organization on the financial and non-financial performance of Pakistani hospitals. Data was collected through questionnaires distributed the medical staff members of four large hospitals of the Rawalpindi-Islamabad region. Learning organization practices were found to explain significant variations in the financial performance and non-financial performance. Strategic leadership had the highest influence on financial performance, whereas system connection had the lowest. Similarly, continuous learning was the most, whereas embedded system was the least influential predictor of non-financial performance. Hence, hospitals following the practices of a learning organization are more likely to perform financially and non-financially better than their counterparts.