An investigation of the effect of the components of the learning organization on knowledge application at Isfahan University of Medical Sciences

Introduction: The need to create learning organizations results from the fact that with the increasing complexity and speed of developments, the uncertainty increased in organization environments. Learning is the most important way to improve long-term performance. The main objective of this study was to determine the effectiveness of learning organization initiatives on application of knowledge in Isfahan University of Medical Sciences. Methodology: This study is descriptive and survey to collect information on the literature the library method and to analyze and test the hypotheses; a questionnaire was used, the validity and reliability (89% of the learning organization and 86% knowledge) of which is verified by a number of teachers and experts in the field. The study population consisted of 623 university faculty members, using a simple random sampling, 155 questionnaires were distributed among them. Data analysis was performed by SPSS software, using the mean, standard deviation, one sample t-test, correlation, and multiple regression. Results: There is a relationship between the components of the learning and application of knowledge in university under study. Among the components of a learning organization, the best predictor of knowledge application, according to the results of multiple regression, is a teamwork with an average of 2.65 and a standard deviation of 0.754 and led with an average of 2.61 and standard deviation of 0.519. Based on the coefficient of determination, teamwork alone explained 20% of the variance of application of knowledge and with the introduction of the leadership variable rate of variance explained increased to 25%. Conclusions: The results support the idea that all the components of a learning organization have a positive impact on the university's application of knowledge, and a significant relationship also exists between them. Further, greater emphasis should be placed on the strengths of the relationship, such as great support of faculty members of missions and goals of university, as the average response from all relations is more than any relationship and also have a huge impact on the application of knowledge. The results showed that the lowest correlation belongs to the shared vision of senior management, faculty, and staff to do what needs to be done.