Organizational learning capabilities and performance: The impact of digital leadership, IT support, and knowledge sharing

This article investigates the expansion of organizational learning capabilities (OLC) and its growing utilization in the organization in order to identify whether OLC affects the relationship between training and development and organizational performance. This study further explores the correlation between organizational learning capabilities and organizational performance, offering insight into the different understandings of organizational triumph related to OLC. This research was conducted via survey method and data were collected from five service industries in Khyber Pakhtunkhwa (KP), Pakistan. A data sample of 300 employees was analyzed using quantitative approaches, such as descriptive statistics and partial least squares structural equation modeling (PLS-SEM). The results of the article addressed issues that are related to human capital regarding OLC, including training and development aspects which were not discussed by the literature in the past. The main findings of this paper are the formulation of an empirically and theoretically supported model related to the effect of OLC on the relationship between training and development and organizational performance. On the other hand, this study signifies that OLC is a better instrument for enhancing organizational performance, as well as in dealing with today’s indeterminate and continuously challenging economic atmosphere. This study is the first of its nature to shed light on training and development, organizational learning capabilities, and organizational performance in the service sector of KP, Pakistan.

PurposeThe purpose of this study is to analyze the relationships between Entrepreneurial Orientation, Organizational Learning Capability, Service Innovation and Organizational Performance. To this end, it was sought to analyze the mediating role of organizational learning capability and service innovation within entrepreneurial orientation and organizational performance relationship in knowledge-intensive organizations.Design/methodology/approachThe sample consisted of 159 architecture and urbanism companies from Santa Catarina, Brazil. The study opted to use managers as key informants since they are the ones that have general information about the organization and are a valuable source for assessing the different variables of the organization. For data analysis, the PLS-PM algorithm (Partial Least Squares Path Modeling) was used.FindingsResults showed that entrepreneurial orientation is a strong driver of service innovation and organizational performance. Organizational learning capability acts as a facilitator of innovation and has a positive influence on organizational performance. Another theoretical contribution of this study to organizational learning capability is the confirmation of its mediation in service innovation and organizational performance. Management needs to make its organization more proactive and creative, continually promoting new ideas. Architecture and urbanism organizations should pay more attention to maintaining and promoting entrepreneurial orientation permanently. The trend toward both proactivity and risk-taking can be an inherent advantage of these knowledge-intensive business services.Originality/valueFew studies have explored the mediating role of organizational learning capability and service innovations in organizational performance. In particular, the combined effects of entrepreneurial orientation and organizational learning capability have been neglected by the knowledge-intensive organizations literature. The study is justified by providing a more complete view of the relationship between entrepreneurial orientation and the performance of knowledge-intensive organizations, highlighting the role of organizational learning capability and performance in service innovation.

Human factors, including work-life balance and organisational learning capability, are postulated to influence innovation and overall organisational success. Despite their theoretical importance, empirical examinations, particularly within the transformation sector of Brazil, are limited. This study investigates the relationships between work-life balance, organisational learning capability, innovation performance, and organisational performance. Data from 354 companies were collected through a structured questionnaire and analyzed using structural equation modelling. The findings indicate positive correlations between work-life balance, organisational learning capability, innovation performance, and organisational performance. Further, organisational learning capability was identified as a significant determinant of both innovation performance and organisational performance. These results underscore the necessity for organisations to implement practices that enhance work-life balance and promote a learning environment to optimise innovation and organisational outcomes.

The current study built and empirically tested a model of the relationships between selected organisational variables, Organisational Learning (OL) capability and performance in the context of small- and medium-sized enterprises (SMEs) in Malaysia. Theoretical advances in the OL domain have been based on the experiences of large organisations in the western hemisphere. In response, the study focuses on analysing the OL capability of SMEs in a transitional economy, namely Malaysia. Structural equation modeling was applied to analyse the datasets from 256 manufacturing and services SMEs. Statistical results showed that entrepreneurial orientation and human-capital development practices have direct positive effects on SMEs' OL capability. It was further found that human-capital development practices mediated the relationship between entrepreneurial orientation and OL capability. This implied that while entrepreneurial orientation fosters the need for a strong OL capability, human-capital development practices serve as the mechanisms for developing such capability. Lastly, empirical evidence was provided to support the notion that OL capability enhances the performance of SMEs.

In 1997, Indonesia had a severe economic crisis, which prompted the Indonesian government to face significant pressure to promptly initiate governmental reform. There is a prevailing desire among the general public for enhancements in governance, with one aspect of this being the implicit need for improvements in government performance. This study investigates the role of service innovation as a mediator in the relationship between entrepreneurial orientation, organizational learning capability, and organizational performance. The study was conducted at the Directorate General of State Assets Management (DGSAM) in Indonesia. The questionnaires were collected from a total of 226 head offices, specifically from the heads of sections under the vertical agency of DGSAM, which is the State Assets and Auction Service Office (Kantor Pelayanan Kekayaan Negara dan Lelang/KPKNL). A quantitative approach was employed in order to elucidate, substantiate, and exemplify the hypothesis posited in the investigation pertaining to the observed events. The statistical technique employed for data processing was Partial Least Squares Structural Equation Modeling (PLS-SEM). This study demonstrates a significant and positive correlation between entrepreneurial approach and organizational learning capability, and both service innovation and organizational success. However, it is determined that service innovation does not act as a mediator in the relationship between entrepreneurial attitude and organizational learning capability in terms of organizational performance. The anticipated outcomes of this study are expected to make significant contributions to the field of science and its associated stakeholders.

In this paper we show two original alternative models. Model 1 involves two sources for the adoption of environmental practices (PRAC): the collaboration-oriented human resources management system and the organizational learning capability. Model 2 adopts three sources for PRAC: the collaboration-oriented human resources management system, the organizational learning capability and information technology support (ITS). Both models also use three moderating variables: the manager’s education level and experience, and the firm’s size. We use a mixed-methods approach with structural equation modeling and a fuzzy-set qualitative comparative analysis on 349 small and medium-sized Portuguese firms. The results show that collaboration oriented human resources system, organizational learning capability, and ITS have a positive effect on PRAC. In addition, the individual characteristics of the managers significantly improve the explanatory power of the models. However, the firm’s size has a negative moderating effect. Therefore, the smaller the firms are, then the larger the positive effects of the antecedents on PRAC. The results also show that ITS is an important source for the development of PRAC, and it contributes to different pathways that lead to PRAC. But, no alternative causal configurations exist that lead to PRAC regarding Model 1, yet alternative causal configurations do exist that lead to PRAC regarding Model 2. In this line, the findings from both the quantitative and the qualitative analyses show the relevancy of ITS to PRAC.

Uncertainties embedded in the business environment present opportunities as well as risks, hence it is indispensable for organizations to become agile and streamline with uncertainties. The proposed study investigates the nexus among organizational agility, organizational learning capabilities and organizational competitiveness. The study examines how organizational agility and learning capabilities contribute to organizational competitiveness. The underpinnings of the theory of dynamic capabilities by Teece and the contingency theory by Fiedler bolster the rationale for developing hypotheses in this study. The data is collected from the manufacturing sector targeting the shoe industry. Data is analyzed through the partial least square structural equation model (PLS-SEM) using WarpPLS. The findings of this study highlight the strategic value of organizational agility and learning capabilities to enhance competitiveness in organizations.

Our main objective was to analyze which paths can lead to the adoption of environmental practices (PRAC) in firms, for which we developed three original alternative research models. Model 1 involves five sources for the adoption of environmental practices: human resource costs, organizational learning capability, firm size, manager educational level and manager experience. Model 2 adopts five sources for PRAC: human resource costs, information technology support, firm size, manager educational level and manager experience. Finally, Model 3 adopts six sources for PRAC: human resource costs, organizational learning capability, information technology support, firm size, manager educational level and manager experience. Therefore, Model 1 uses the organizational learning capability for PRAC, Model 2 uses the information technology support for PRAC and Model 3 uses both organizational learning capability and information technology support for PRAC. We used a fuzzy set qualitative comparative analysis on 349 small- and medium-sized Portuguese firms in twelve industrial sectors. The results show that organizational learning capability (OLC) and information technology support (ITS) are important sources for the development of PRAC. In this line, the three research models show that there are different pathways that lead to PRAC. These research models also show pathways that lead to the absence of PRAC. Therefore, the qualitative findings show the relevancy of OLC and ITS to PRAC. In addition, our findings indicate that, by focusing on variables such as OLC, a firm can find more paths that lead to PRAC. Additionally, with the combination of OLC and ITS, it must be taken into account that only developing ITS without OLC is riskier when obtaining PRAC.

The purpose of this research was to identify and validate the antecedents and outcomes of the Knowledge Management Process (KMP) in the context of Malaysian SMEs. The antecedents (knowledge management (KM) enablers) in this study were internal collaboration, trust, small and medium enterprise (SME) network, transformational leadership, and information technology (IT) support. The outcomes were innovation speed and organizational performance. Data was collected from 242 SMEs through online surveys and personal visits and analyzed using partial least squares structural equation modeling (PLS-SEM).The salient findings were: (1) among the KM enablers, internal collaboration and IT support significantly influence the KMP; and (2) innovation speed mediates the relationship between the KMP and organizational performance. This study contributes to the literature by: (1) providing a comprehensive framework that links KM enablers, KMP, and performance for SMEs; and (2) establishing innovation speed as a mediator between the KMP and performance.

Pharmaceutical supply chains operate under stringent regulatory regimes, temperature-sensitive logistics, and repeated threats of shortage and recall, conditions that render digital transformation key to reliability and efficiency of operations. This paper investigates whether supply chain digitalization enhances operational performance and whether organizational learning capability amplifies such impact in an emerging-economy setting. Grounded on the resource-based view and dynamic capabilities theory, we conceptualize supply chain digitalization as a portfolio of digital assets and process innovations and theorize organizational learning capability as a high-order capability for absorbing, assimilating, transforming, and applying knowledge encoded in digital traces. We test the model on survey data from the pharmaceutical supply chain sector of Jordan (n = 217) and estimate relationships by means of Partial Least Squares Structural Equation Modeling (PLS-SEM) with reflective indicators. The study found that supply chain digitalization positively and significantly impacts operational performance and that organizational learning capability positively moderates supply chain digitalization and operational performance interaction. Overall, results uncover digital investment paying faster, better, and more reliable speed, quality, and reliability when invested in learning architectures institutionalizing cross-functional knowledge flows and continuous improvement. The paper contributes by placing organizational learning capability in the role of a boundary-enforcing condition for realizing digitalization returns in regulated, high-reliability supply chains and by providing evidence from an under-investigated emerging-economy environment. Managerially, results highlight sequencing digitalization prompted by regulatory needs with operations redesign and investing in learning routines cultivating faith in data-driven and AI-based decision making.

The purpose of this study was to examine the role of digital innovation in mediating the influence of organizational digital culture, digital leadership, and digital transformation on organizational performance in the Indonesian Army Hospital (Rumah Sakit TNI Angkatan Darat). The research employed Structural Equation Modeling (SEM) analysis, specifically Partial Least Squares Path Modeling (PLS-SEM), using SmartPLS 3.0 software for data analysis. The sample used in this study consisted of 123 respondents, all of whom were leaders of TNI AD Class/C Hospitals. The findings of this study indicated that digital leadership, digital transformation, and digital innovation all had a partial positive effect on organizational performance. Furthermore, digital transformation had a partial positive and significant effect on digital innovation. Meanwhile, organizational digital culture did not have a significant effect on either organizational performance or digital innovation. Additionally, digital leadership did not have a significant effect on digital innovation. Based on the mediation test conducted using the Sobel test, it was found that digital innovation only mediated the effect of digital transformation on organizational performance. However, digital innovation did not mediate the effect of organizational digital culture or digital leadership on organizational performance. The theoretical implications of this study contribute to the development of Resource-Based View (RBV) theory by emphasizing the importance of digital leadership, digital transformation, and digital innovation in achieving superior organizational performance. These findings provide valuable insights for researchers and practitioners who wish to leverage resources, digital leadership, digital transformation, and digital innovation to enhance organizational performance, especially amidst the growing business competition that increasingly relies on digital technology. However, the limitations of this study lie in the scope of the sample used, as the research sample was limited to leaders of Class/C TNI AD hospitals. Future research could consider expanding the population by using samples from different types of TNI AD hospitals.

Purpose This study aims to analyze the organizational learning capability relationship with operational performance and frugal innovation across Brazilian companies. Design/methodology/approach Quantitative research was performed using collected data from 154 firms, which were analyzed using structural equation modeling. Findings The results showed that organizational learning capability is an antecedent of frugal innovation. The results also predict a better operational performance for companies that actively innovate cost-effectively. Another result was the positive relationship between the organizational learning capability and the operational performance. The authors found that the indirect and positive relationship between organizational learning capability, frugal innovation and operational performance was confirmed, reinforcing the literature. Research limitations/implications A theoretical implication of this study can be seen in the establishment of the relationship between organizational learning capability, frugal innovation and operational performance since no studies linking these variables together were found. Therefore, the organizational learning capability and the frugal innovation can be considered facilitators of the operational performance. Practical implications Managers should consider organizational learning and frugal innovation when thinking about firms’ operational performance. In this way, to facilitate and achieve higher performance, it was found that organizational learning capability and frugal innovation have a great deal of impact on operational performance. Social implications At frugal innovation, the needs of citizens are prioritized. It is a great instrument to face crises since it consists of developing simpler and cheaper products and services quickly, making them accessible to a larger group of consumers. Originality/value This study seeks to understand whether Brazilian companies are moving toward a more frugal innovation strategy. The study opens the possibility of showing whether the organizational learning capability has also impacted this change.

The purpose of this paper was to examine the relationship between branding and SME performance as well as organisational learning capabilities and SME performance. In addition, the current study also examines the indirect effect of innovation on the branding-SME performance relationship and the organisational learning capabilities-SME performance relationship. Using a survey method, data was collected from SME owners/managers of the Sports Industry in Sialkot, Pakistan. The questionnaire was adopted from the literature. The method of data collection was self-administration and a total of 346 responses were collected. Our results show support for a direct relationship between branding and SME performance as well as organisational learning capabilities and SME performance. Additionally, results revealed that innovation mediates the relationships between branding and SME performance as well as organisational learning capabilities and SME performance. This paper extends the body of knowledge by providing empirical evidence in favour of resource based view (RBV) theory, under which we found support for the hypothesised relationships.

PurposeThis research paper aims to explore the added value of knowledge management (KM) and its antecedents for innovation and organizational performance (OP) in marginal healthcare organizations.Design/methodology/approachUsing insights from the resource-based view and knowledge-based theory of the firm, the model explains the effects of technology capabilities (TC) and organizational culture (OC) on the KM process, process innovation (PIN), administrative innovation (AIN) and OP. The authors used partial least squares structural equation modeling (PLS-SEM) and fuzzy-set qualitative comparative analysis (fsQCA) to analyze data collected from 168 healthcare practitioners in Cameroon using a survey.FindingsThe authors reveal that TC and OC positively impact some KM components. Knowledge sharing (KS), knowledge acquisition (KA) and responsiveness to knowledge (RK) influence PIN, while only PIN and KA influence OP. FsQCA provided several configurations that lead to high OP within healthcare centers. As a result, the results are adaptable to any healthcare center that wishes to set up one or more KM processes.Research limitations/implicationsGiven that the results will help the health workforce make concerted decisions about medical care, the authors contribute significantly to the definition and optimization of KM in healthcare by implementing various processes and policies to ensure the continued existence of high-quality and outstanding healthcare systems. The KM propositions will enable healthcare centers to: (1) improve the quality of patient care through collegiality in medical practice; (2) optimize processes in the patient care chain; and (3) leverage knowledge gained though knowledge sharing among the medical team. The propositions open up avenues for future research in addition to providing practical implications for healthcare center practitioners.Originality/valueThis study sheds new empirical light on the relationships between KM antecedents and processes, innovation and OP in healthcare centers. This research is one of the few to examine the relationship between TC, OC, KM processes, innovation and OP in developing countries. This paper aims to fill this gap and inform future research concerning KM in the healthcare sector. Further, this study goes beyond testing the PLS-SEM approach's hypotheses by applying fsQCA to provide practical and comprehensive knowledge on how to increase the efficiency of a healthcare center through KM.

In the era of digital transformation, organizations are making efforts towards sustainability. In particular, leadership is transforming into digital leadership according to changes in management environments, which are deeply related to organizational performance. In this study, we focus on organizational performance and sustainability management and clarify the role of digital culture and employees’ digital capabilities in perspectives on digital leadership. We collected data from 149 employees who work in South Korean organizations using a survey based on digital leadership, digital culture, employees’ digital capabilities, and organizational performance, and we tested our hypotheses using structural equation modeling. The results show that digital leadership has a positive direct and indirect effect on organizational performance. Moreover, digital culture and employees’ digital capabilities partially mediate the relationship between digital leadership and sustainable organizational performance in South Korea. This study contributes to leadership and resource-based view (RBV) research by providing evidence for the role of digital leadership in sustainable organizational performance. As leadership continues to extend alongside verification of the RBV theory, the crucial role of digital leadership is changing, and the role of employees’ digital capabilities in organizational performance in South Korea needs to be considered.