Organisational culture, organisational learning and decision making: A case of Inter-Aid Uganda

Abstract

The purpose of the study was to examine the relationship between organisational culture, organisational learning and decision making in InterAid-Uganda. A correlational survey design was adopted, census sampling strategy was used to gather data from 104 employees at management and non-management levels using a structured questionnaire with variables of organisational culture measured in terms of beliefs, values, policies and work practices, organisational learning (Single-loop learning and double-loop learning) and decision–making (Evidence-informed decision and performance-oriented decision. The statistical package for social scientists (SPSS) was used to analyze data where Pearson product moment correlation coefficient was used to test the relationship between the study variables. Results revealed that a positive and significant correlation existed between organisational culture and organisational learning; and organisational learning and decision making; this meant that the nature of organisational culture (beliefs values, policies, work practices) relate with organisational learning and decision making among employees. So, a change in organisational culture can lead to a considerable change in learning and the way decision making is practiced among employees. Organisational culture did not influence or affect decision making. Based on the results of the study, it was concluded that a positive and significant correlation existed between organisational culture and organisational learning; organisational learning and decision making. Organisational culture was not related to decision-making. Organisation learning was a predictor of decision making in InterAid Uganda. It was recommended that management of InterAid-Uganda and other organisations should adopt an organisational culture where learning and decision making are supported.