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Abstract
This study explores whether certain changes in the model of the impact that learning orientation (LO) had on innovativeness and business performance in Croatian companies occurred in the period 2016-2019. Regression and covariance analysis was used to analyse the collected data. According to the results obtained, the impact of learning orientation and its components (commitment to learning, shared vision, open-mindedness and intra-organizational knowledge sharing) on innovativeness (product innovativeness, process innovativeness and business system innovativeness) did not change statistically significantly in the period 2016-2019. The same trend was observed with respect to business performance. In this period, a statistically significant change was identified in the effect of commitment to learning and open-mindedness on product innovativeness, and in the effect of open-mindedness on business system innovativeness. Likewise, the effect of commitment to learning, open mindedness and intra-organizational knowledge sharing within the company on the qualitative effects of business performance also changed. Empirical results provide significant theoretical and managerial implications in implementing a learning orientation with the aim of increasing companies' competitiveness in the market.
Highlights
Over the past few decades, many researchers have studied the impact of learning orientation as a purposeful use of knowledge in production, management, and value creation that affects a company’s competitive advantage (Senge, 1990; Calantone, Cavusgil & Zhao, 2002; Nybakk, 2012)
This study explores whether certain changes in the model of the impact that learning orientation (LO) had on innovativeness and business performance in Croatian companies occurred in the period 2016-2019
This research examined the role of a particular environment in respect of how companies practice learning orientation and develop innovativeness in order to improve business performance
Summary
Over the past few decades, many researchers have studied the impact of learning orientation as a purposeful use of knowledge in production, management, and value creation that affects a company’s competitive advantage (Senge, 1990; Calantone, Cavusgil & Zhao, 2002; Nybakk, 2012) Reasons justifying such an approach can be found in collecting, processing and disseminating information about customers, competitors and new products, technologies, markets and other sources, creating knowledge that allows managers to make business decisions faster. We understand innovation in a broader context and talk about an innovative culture that stimulates new work and organizational processes in the enterprise In this sense, when employees in a company develop an innovative business activity, they reveal their approach, values and principles on which they are based including the commitment to learning, shared vision, open-mindedness and intraorganizational knowledge sharing (Calantone et al, 2002). Research questions are asked: (1) Is there a direct impact of learning orientation on innovativeness and business performance in Croatian companies? and (2) How much does it change over a span of three years? This research embraced the approach advocated by Oslo Manual (2005), which used a three-year time frame to understand the changes in innovation developments
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