Role of Power Distance in Integrating Social Capital with Learning Organization towards Perceived Job Performance in Nepalese Service Organizations
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Many low- and middle-income countries have organizational systems weak and fragile, lacking the capacity to put knowledge into practice and expand the delivery of services to those in need. This study focused to the integration of social capital and learning organization towards Perceived Job Performance with the mediating role of power distance in Nepalese service organizations. The data were collected with a respondent sample of 252 employees from different service organizations in Kathmandu valley. Results indicate that the Social capital seems to be a prerequisite for making an organization adaptable and agility towards a learning organization. There is a medium to high power distance culture in Nepalese context that may negatively impact organizational progress, participation and making learning organization, so that it can overall increase the job performance. It signifies that social capital need to be strengthen towards making an organization learn and perform better. Moreover, if there is a mediation of power distance the whole process link can be fatal.
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