Published Online:October 2025
Product Name:The IUP Journal of Organizational Behavior
Product Type:Article
Product Code:IJOB011025
DOI:10.71329/IUPJOB/2025.24.4.5-36
Author Name:Nishath Moheb Usmani and Chetna Priyadarshini
Availability:YES
Subject/Domain:Management
Download Format:PDF
Pages:5-36
Organizational learning is gaining a lot of significance with the advent of AI and the rapid change in the talent market where organizations are constantly looking for the best employee-to-job skills fit. This leads to the question—Is corporate learning in India equipped to deal with these changes? There is considerable ambiguity surrounding what it takes to build a best-in-class modern learning function. Studies have been done to measure learning impact, but there are not many frameworks that explain how to measure the effectiveness of the learning function itself. This study attempts to close this gap by defining what organizational learning maturity is, its various components, the different levels of maturity within the learning maturity model, and then measuring learning maturity. The objective of the study is to create a learning maturity index for corporate India. 91 organizations, both multinational and Indian, were surveyed through a 24-item scale. It was found that learning ecosystem, learning machinery, measuring learning impact, use of technology in learning and planning of learning are the five organizational processes that support organizational learning maturity. On the other hand, organizational size, revenue, L&D budget, and team size are poor predictors of organizational learning maturity levels.
India stands at a pivotal juncture of economic transformation with its trajectory drawing increasing global attention (McKinsey & Company, 2021; World Economic Forum, 2023). As the country positions itself as a knowledge-driven economy, the role of human capital becomes increasingly critical in sustaining this momentum (NITI Aayog, 2021; Planning Commission of India, 2022).