Abstract
This paper examines how an organisational learning culture impacts organisational agility by developing a model based on dynamic capabilities. The model treats agility as a dynamic capability and explains how an organisational learning culture (OLC) triggers a chain reaction through its influence on organisational agility (OA) that ultimately results in company growth. This paper also investigates the role of big data capabilities in transferring learning outcomes into dynamic capabilities. The model is tested through data collected from a survey of 138 Australian companies. Partial least squares structural equation modeling is adopted to empirically demonstrate how agility fully mediates the impact of the learning culture on growth. In addition, this paper further sheds light on the moderating role of big data competencies on the effects of OLC on OA. After presenting the results with implications to theory and practice, the paper ends with suggestions for future studies.
Highlights
Faculty of Engineering and information technology (IT), University of Technology Sydney, Ultimo 2007, Australia; Department of Business Administration, Kocaeli University, Kocaeli 41001, Turkey; Abstract: This paper examines how an organisational learning culture impacts organisational agility by developing a model based on dynamic capabilities
We introduce big data capabilities (BDC), or digital technologies to manage large volumes of data [25], as a lower-order capability that helps shed some more light on the ambiguous relationship among organisational learning culture (OLC), organisational agility (OA), and organisational performance
The results suggest that, aside from being an important precursor for dynamic capabilities, BDC hold additive qualities by bolstering the knowledge creation and dissemination activities stemming from an OLC, which are used to help with strategic choices in maintaining evolutionary fitness
Summary
The model treats agility as a dynamic capability and explains how an organisational learning culture (OLC) triggers a chain reaction through its influence on organisational agility (OA) that results in company growth. Recent times have observed an increased interest in the potential of key technologies such as big data in enabling organisational agility (OA) within complex, dynamic, and innovative business environments [1,2,3]. Managers are expected to care about their employees and empower them to build firm-level capabilities to deliver agile capacity to firms [10,11]. This mindset, does not happen by itself. Given such an intuitive significance of the concept of OLC and OA in delivering better performance outcomes for firms, there has been a complementary surge in research on the topic [5,8], though it seems the resultant impacts of OA and OLC on firm performance are not so clear [13,14]
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