8.

Impact of individual perception of organizational culture on the learning transfer

environment: Learning Transfer Environment and Organizational Culture

INTRODUCTION

Study examines the relationship between organizational culture and work-environment

related learning transfer factors in organizations. The study used two established models,
which focus on the Learning Transfer System Inventory (LTSI) and the Competing Values
Framework (CVF) It also used a matched scale based on CVF to help identify specific
cultures of organizations.

REVIEW OF LITERATURE

organizations is affected by organization culture, as perceived by employees of organizations.

This section discusses the population and sample, the instrument, the data collection process
and the type of analyses used in the study. The goal of our study is to examine how LTE of
organizations are affected by employee culture. It is a very personal dynamic oriented.
Study looked at the impact of perceived organization culture on transfer factors in LTE. The
researchers found that these transfer factors were statistically different for different perceived
cultures. They also found that internal and external organizations were more likely to have a
stable and flexible culture.
Researchers found that perceived organization culture impacts the LTE. It is seen that
perceived flexible organizations support learning transfer and factors like supervisor support,
peer support and performance coaching are higher in these organizations. This can pave way
for further academic research related to organization culture, learning transfer, transfer
environment and organizational learning.

CONCLUSION
The LTSI holds significant promise in its ability to diagnose barriers to transfer, provide
support for data-driven interventions to address those barriers and isolate critical factors for
evaluating training effectiveness. In general, it is seen that perceived flexible organizations
(clan and adhocracy) support learning transfer and factors like supervisor support, peer
support and performance coaching are higher in these organizations. Resistance to change is
higher in perceived internal facing (Clan and hierarchy) organizations.