This multi-method study investigated the relationship between the dimensions of organizational learning, organizational innovation and organizational climate in the Australian Hotel Industry. The hotel industry was chosen as it is highly labour intensive and serves as a suitable environment to test the three dependent variables that are closely employee related. Data was collected from a total population sample of 800 respondents, employed in 50 hotels, which included 45 from a large International Brewery Group located in Melbourne and 5 independent hotels. The response rate was 75%. Organizational learning was measured using, the 34-item Organizational Learning Profile (OLP) scale (Pace et al, 1997) containing the four dimensions of OL (Achievement Mindset, Learning Practices, Information Sharing Patterns, and Inquiry Climate) was used. Organizational Innovation was measured using the 24- item Workplace Innovation Scale (WIS) (McMurray and Dorai, 2002) containing the four dimensions of Innovation (Organizational Innovation, Innovation Climate, Team Innovation and Individual Innovation). Organizational Climate (OC) was measured using the 40 item Koys and DeCotiis (1996) scale containing the eight dimensions of support, autonomy, pressure, cohesion, recognition, fairness, innovation and trust. Statistical analysis was carried out using SPSS (v.10) and qualitative data was analyzed using theme-category analysis. This study contributes to the management literature and extends the existing knowledge on learning, innovation and climate. Specifically the results show that the dimensions of organizational learning, innovation and climate are predictors of one another and it establishes a significant relationship between the dimensions of learning, innovation and climate. Furthermore, this study found that Workplace Survey is a valid and reliable scale to measure learning, innovation and climate. The recommendations made in this study will help management understand the importance of learning and innovation in the workplace. In turn, this will improve the organizational climate by facilitating learning and innovation among hotel employees.

Thesis (M.S.)--University of Delaware, 2006. / Principal faculty advisor: Srikanth Beldona, Dept. of Hotel, Restaurant, & Institutional Management. Includes bibliographical references.

Thesis (Ph. D.)--Open University. BLDSC no. DXN081871.

Thesis--PlanB (M.S.)--University of Wisconsin--Stout, 2003. / Includes bibliographical references.

The hotel industry in Taiwan has suffered from high turnover rates for many years. High turnover rates reduce productivity and drain hotel profits. Though the hotel industry tends to live with high levels of employee turnover, high turnover need not be accepted as an inherent characteristic of the industry. Hotel managers should learn why employees leave hotels and take effective actions to retain them. / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2006.

Thesis (PhD)--University of South Australia, 2003.

Thesis(M.S.)--Auburn University, 2005. / Abstract. Vita. Includes bibliographic references.

Thesis (M.S.)--University of Missouri-Columbia, 2007. / The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Title from title screen of research.pdf file (viewed on January 3, 2008 ) Includes bibliographical references.

Thesis (Ph.D.)--Victoria University (Melbourne, Vic.), 2008.

Thesis (M.S.)--Rochester Institute of Technology, 1991. / Typescript. Includes bibliographical references (leaves 86-93).