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Team Learning, Work Behaviors, and Performance: A Qualitative Case Study of a Technical University in Ghana

Author

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  • Eli Ayawo Atatsi

    (Department of Management Sciences, Ho Technical University, Ho P.O. Box HP 217, Volta Region, Ghana
    Faculty of Management, Open Universiteit of The Netherlands, 6419 AT Heerlen, The Netherlands)

  • Jol Stoffers

    (Faculty of Management, Open Universiteit of The Netherlands, 6419 AT Heerlen, The Netherlands
    Research Centre for Employability, Zuyd University of Applied Sciences, 6131 MT Sittard, The Netherlands
    Research Centre for Education and the Labour Market (ROA), Maastricht University, 6211 LM Maastricht, The Netherlands)

  • Ad Kil

    (Entrepreneurship, Governance and Stewardship Center, Nyenrode Business Universiteit, 3621 BG Breukelen, The Netherlands
    Research Center, Wittenborg University of Applied Sciences, 7331 VZ Apeldoorn, The Netherlands)

Abstract

Higher education institutions in Ghana have a lot of expectations but appear to be facing contemporary challenges. Using five focus groups, this study explores individual learning, team learning, organizational citizenship behaviors, leader–member exchanges, innovative work behaviors, and performance in a Ghanaian technical university. Interactive exchanges suggest that individual social behaviors and leadership exchanges are important to higher educational institutions (HEIs). Both stakeholders and managers should activate these behaviors and leadership qualities to enhance performance. The inherent benefits help both faculty and HEIs fulfill their core mandates of teaching, research, and community service. With these, they remain globally competitive given challenges, dynamism, and expected performance from both faculty and HEIs as agents of socio-economic development. This study informs on underlying mechanisms that affect engagement in some of these behaviors, including the effect of culture as an inhibitor of women’s innovative behaviors. Next to that, it provides both theoretical and practical evidence for stakeholders, especially HEI managers, regarding how to increase faculty members’ efficiencies and performance. Finally, the study offers both recommendations and directions for future research.

Suggested Citation

  • Eli Ayawo Atatsi & Jol Stoffers & Ad Kil, 2021. "Team Learning, Work Behaviors, and Performance: A Qualitative Case Study of a Technical University in Ghana," Sustainability, MDPI, vol. 13(24), pages 1-16, December.
    • Handle: RePEc:gam:jsusta:v:13:y:2021:i:24:p:13703-:d:700437
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    References listed on IDEAS

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    4. Eli Ayawo Atatsi & Jol Stoffers & Ad Kil, 2019. "Factors affecting employee performance: a systematic literature review," Journal of Advances in Management Research, Emerald Group Publishing Limited, vol. 16(3), pages 329-351, February.
    5. Ekin K Pellegrini & Terri A Scandura, 2006. "Leader–member exchange (LMX), paternalism, and delegation in the Turkish business culture: An empirical investigation," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 37(2), pages 264-279, March.
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    Cited by:

    1. Eli Ayawo Atatsi & Petru L. Curșeu & Jol Stoffers & Ad Kil, 2022. "Learn in Order to Innovate: An Exploration of Individual and Team Learning as Antecedents of Innovative Work Behaviours in Ghanaian Technical Universities," Sustainability, MDPI, vol. 14(7), pages 1-13, March.
    2. Samuel Boadi & Richard Amoako & Stephen Sarfo Adu-Yeboah & Akwasi Asare, 2025. "Factors Influencing Employee Motivation among Technical University Employees," International Journal of Research and Innovation in Social Science, International Journal of Research and Innovation in Social Science (IJRISS), vol. 9(1), pages 3159-3171, January.

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