Organizational Learning Capability Research Articles

Reverse Logistics Practices and Organizational Performance. The Moderating Role of Organizational Learning Capabilities

Purpose: The study assessed the influence of reverse logistics on organizational performance. The study also assessed the moderating effect of organizational learning capabilities on the relationship between reverse logistics and organizational performance Methodology: The research design for this study was a single cross-sectional survey where a quantitative approach was adopted. Convenience sampling was utilized to select participants 215 for the study due to its practicality and accessibility. Findings: Findings of the study concluded that reverse logistics has a positive and significant influence on organizational performance. Findings of the study also concluded that organizational learning capabilities positively and significantly moderate the relationship between reverse logistics and organizational performance. Unique Contribution to Theory, Policy and Practice: The study recommends that organizations foster an organizational culture where employees are encouraged to ask questions, seek out new knowledge, and experiment with new ideas; implement recognition and reward systems that celebrate learning and innovation; and develop centralized repositories where employees can store and access organizational knowledge, including best practices, project learnings, and research findings.

Humanistic Leadership for Organizational Learning Capability: Integration of Maqashid Syariah and Knowledge Management

This research aims to explore the application of humanistic leadership within the Ministry of Religion, Semarang Regency, particularly in how it enhances organizational learning capability (OLC) through the perspectives of Maqasid Syariah and knowledge management.Humanistic leadership emphasizes human values, interpersonal relationships, and self-development within organizations. This study explores how humanistic leadership can improve OLC through the perspectives of Maqasid Syariah and knowledge management. Using a qualitative method with in-depth interviews, data was collected from employees regarding their perceptions and experiences with humanistic leadership, Maqasid Syariah principles, and knowledge management practices. Thematic analysis identified patterns in the application of these principles in the work environment. Findings indicate that humanistic leadership significantly fosters a work atmosphere conducive to learning and innovation. The incorporation of Maqasid Syariah values, like spiritual and intellectual well-being, supports an ethical and inclusive organizational culture. Additionally, effective knowledge management practices, such as documentation and knowledge sharing, reinforce OLC by motivating and engaging employees in continuous learning. This research underscores the importance of integrating humanistic leadership with Maqasid Syariah and knowledge management in organizational development strategies. The Ministry of Religion can leverage these findings to enhance employee performance and capability, promoting the achievement of organizational goals more sustainably.

Taqwa Sharing Knowledge Integration: Menghilangkan hambatan untuk meningkatkan Inovasi dan Daya Saing

AbstractThere is still little empirical research that has been conducted on the impact of internal and external integration on the innovative capabilities of companies and competitive advantage through shared knowledge. Barriers to the KM process hinder the generation, storage, distribution and application of knowledge, which in turn will hinder OL. This study aims to combine the concepts of internal knowledge sharing, coopetition and the concept of external knowledge integration, as well as organizational learning capabilities by controlling barriers to the knowledge management process to produce innovation and increase organizational competitiveness and become a characteristic of a new leader. Using a critical review approach, we combine it with the Islamic worldview, namely taqwa, so that a single stone concept emerges which we call Taqwa Sharing Knowledge Integration. The birth of this new concept will have an impact on the birth of a leader who is able to overcome obstacles and invite people inside and outside the organization to share knowledge and be able to capture and integrate their knowledge to be processed into innovation and increase competitiveness based on taqwa.

Taqwa Sharing Knowledge Integration: Menghilangkan hambatan untuk meningkatkan Inovasi dan Daya Saing

AbstractThere is still little empirical research that has been conducted on the impact of internal and external integration on the innovative capabilities of companies and competitive advantage through shared knowledge. Barriers to the KM process hinder the generation, storage, distribution and application of knowledge, which in turn will hinder OL. This study aims to combine the concepts of internal knowledge sharing, coopetition and the concept of external knowledge integration, as well as organizational learning capabilities by controlling barriers to the knowledge management process to produce innovation and increase organizational competitiveness and become a characteristic of a new leader. Using a critical review approach, we combine it with the Islamic worldview, namely taqwa, so that a single stone concept emerges which we call Taqwa Sharing Knowledge Integration. The birth of this new concept will have an impact on the birth of a leader who is able to overcome obstacles and invite people inside and outside the organization to share knowledge and be able to capture and integrate their knowledge to be processed into innovation and increase competitiveness based on taqwa.

Change-oriented Leadership in the Context of Transitioning to Strategic Autonomy

Growing geopolitical tensions have transformed the business landscape , driving domestic firms toward an era of strategic independence (Yale School of Management, 2024). This research examines a well-known Eastern European consulting firm that, after transitioning to an independent entity, was confronted with a new personnel assessment system. This shift necessitates a comprehensive understanding of employee readiness and resistance — fundamental concepts in change management literature (Armenakis et al., 1993). Our study incorporated quantitative methods to divide employees according to their readiness for the new system (k-means clustering, factor analysis, and discriminant analysis). At the same time, it employed qualitative research methods to explore motives and attitudes behind employee resistance or readiness (Choi & Ruona, 2011). Based on their adaptability to the new system, we identified three distinct clusters of employees: “Active Supporters,” “Cautious Appraisers,” and “Conservative Skeptics,” allowing us to pinpoint specific non-readiness factors and formulate tailored strategies to address them. The findings suggest that emotional involvement, openness to change, and previous experiences with similar practices significantly influence employee readiness. To mitigate these issues, the paper proposes a strategy rooted in psychological safety and differentiated error management, as advocated by Edmondson (2023), to enhance the organization's learning capability and adaptability. Our results align with previous research indicating that stronger attitudes, often based on personal experience, significantly predict behavior (Eagly & Chaiken, 1993). We found that the initial uncertainty of organizational changes served as a major stressor, underscoring the importance of understanding and conceptualizing changes (Kramer, 2015). Unlike Schwartz (1994), the value orientation of “Tradition” did not exert significant influence, but values of “Autonomy,” “Stimulation,” “Achievement” (consistent with Sortheix & Lönnqvist, 2014), “Hedonism,” and “Power” positively impacted employee openness to changes. The implications of this study extend to other Eastern European companies undergoing similar transitions, providing guidance on how change can be managed effectively in the context of transitioning to strategic autonomy.

Chatbots adoption intention in public sector in Malaysia from the perspective of TOE framework. The moderated and mediation model

Purpose This paper aims to investigate the motivating factors for Malaysian governmental agencies (MGAs) to embrace chatbot technology. Design/methodology/approach Based on the technology-organisation-environment (TOE) framework, using purposive and snowball sampling techniques, 262 online data from the MGA top management were gathered. Smart PLS4 was employed to test the hypotheses of the study. Findings The findings demonstrated positive relationships between technological readiness (TR), big data analytics (BDA), organisational readiness (OR), organisational learning capabilities (OLC) and governmental policies (GP) concerning chatbot adoption intention and also the relationship GP with OR. A mediating effect was also observed, which indicated the OLC role in positively mediating BDA, the OR role in positively mediating OLC and the OR role in positively mediating GP with OR and OLC as sequential mediators in the relationship between BDA and chatbot adoption intention. Furthermore, the presence of citizen demand (CD) strengthened the relationship between TR, OR and chatbot adoption intention. Research limitations/implications This study was limited to Malaysian federal government agencies who still not adopting Chatbots. Practical implications The findings offer valuable insight into factors affect the adoption of chatbots among Malaysian government agencies. Stakeholders, including department heads, can use these findings to strategically enhance counter service by promoting chatbot adoption. Originality/value The study demonstrated that the TOE framework was effective in identifying the factors contributing to the decision-making process for adopting chatbots across MGAs. Organisational readiness and organisation learning capability was found to sequentially mediate the relationship between big data analytic and intention to adopt chatbot. Citizen demand was found to have moderation effect on the relationship between organisational readiness and technological readiness towards the intention to adopt a chatbot.

The influence of deans’ transactional leadership behaviors on research productivity in public universities: The mediating effect of workplace learning capability

This study examined the effect of transactional leadership behaviors on research productivity in public universities, with organizational learning capability serving as a mediating factor. A quantitative research approach focusing on correlational design was utilized. Data were collected through a survey questionnaire administered to 519 respondents. Both measurement and structural model analyses were conducted, with deans, colleges, and individual academics serving as units of analysis. The findings revealed that deans’ contingent reward leadership behaviors significantly and positively influenced the research productivity of academics and colleges, even when controlling for workplace learning capability. Furthermore, the study demonstrated that deans’ contingent rewards and active-by-exception behaviors significantly and positively impacted workplace learning capability, accounting for 44.5% of the variance, with moderate and small effect sizes, respectively. Additionally, organizational learning capability exhibited a significant positive effect, explaining 54% of the variance in research productivity and demonstrating a moderate effect size, which indicates an unexplained variance of 46%. Bootstrapping tests confirmed that workplace learning capability partially and fully mediates the relationship between deans’ transactional leadership behaviors and research productivity. Consequently, it is imperative for college deans to enhance their contingent reward leadership behaviors and foster workplace learning capabilities to maximize their impact on research productivity.

The Moderated Mediation of Product Innovation and New Product Development in Relationship Between Organizational Learning and Marketing Capability, in Community Enterprise Management of Khid Clothing: Upper Northeastern of Thailand

Objective: The purpose of this research was to analyze the impact of the organizational learning (OL) on marketing capability (MC), the mediating of product innovation on the relationship between OL and MC, and the moderated mediation of product innovation and new product development in the relationship between OL and MC in community enterprise of Khid clothing in Thailand. Theoretical Framework: The theoretical framework for this research provides a comprehensive understanding of the interplay between organizational learning, product innovation, new product development and marketing capability within the context of community enterprises. Method: This report is a part of a larger exploratory study. Information was gathered from 389 people involved in silk-weaving cooperatives in the provinces of UdonThani and Nong Bua Lamphu through the use of questionnaires. Results and Discussion: The data demonstrates a link between strategic organizational learning and competitive advantage. Product innovation and the knowledge gained by an organization about how the market works go hand in hand. Lastly, the impact of product innovation on the link between organizational learning and market capability was tempered by the introduction of a new product. Research Implications: For Khid Clothing, integrating these theoretical perspectives can provide a comprehensive strategy for sustained growth and competitive advantage. The interplay between organizational learning, product innovation, new product development, and marketing capabilities creates a robust framework for the company to thrive in the competitive fashion industry. Originality/Value: The theoretical contributions of organizational learning, product innovation, new product development, and marketing capabilities provide Khid Clothing with a comprehensive approach to enhance its competitive edge, adapt to market changes, and achieve long-term success. By leveraging these theories, Khid Clothing can strategically position itself in the fashion industry, meet evolving customer demands, and drive sustainable growth.

Organizational learning capability: A bibliometric and content analysis based on Scopus data (1978–2023)

BACKGROUND: Organizational learning capability research has been gaining more attention. OBJECTIVE: Specifically, this paper examines annual trend publication, active journals, authors, institutions, nations, keywords, citation pattern and top cited articles over the past 45 years. It decides the frequent organizational learning capability topics and highlights future research directions. METHODS: A bibliometric was performed on 149 papers published between 1978–2023 from the Scopus database. A content analysis was also performed. RESULTS: Publication trends have exhibited growth over time. Learning Organization and Industrial Marketing Management are two key journals that publish organizational learning capability. Publications are contributed by Chiva, R. and Alerge, J. Universidad Jaume I and Universitat de València are the two main institutions that exert the influence over the publication. Spain has been contributing more publications. Citations pattern analysis revealed 158.78 citations per year and 7145 citations for 149 papers. Sixthly, publications use keywords such as “organizational learning”, “innovation”. Both highly cited articles accumulated 442 citations. CONCLUSIONS: The findings are useful for policy-makers seeking reference and evidence to guide them in designing organizational learning capability policies, implementing management actions and programs.

Managerial cognition, organizational learning capabilities and innovative practices in We-Media industry: Basis for competitive advantage enhancement framework

Managerial cognition, organizational learning capabilities and innovative practices in We-Media industry: Basis for competitive advantage enhancement framework

Hearing, listening, and learning: how bioeconomy triple helix clusters deal with uninvited societal input

Policymakers in the European Union embrace collaborations of businesses, governments, and academia to develop a sustainable and circular bioeconomy. These so-called Triple Helix clusters aim to stimulate innovation and learning. However, Triple Helix collaborators also face conflicting perspectives on the desirability and directionality of the bioeconomy transition, either within a cluster or with societal actors affected by a cluster’s innovations. While previous Triple Helix research focussed on how to broaden the cluster collaboration towards a more inclusive range of actors to handle such contestations, we study how cluster partners deal with uninvited input from societal actors that do not form part of a cluster. We conceptualize this input as societal back talk and distinguish organizational hearing, listening, and learning capabilities to explore how back talk contributes to innovation in three bioeconomy clusters in the Netherlands, Germany, and Ireland. Our qualitative case study analysis is based on interview transcripts, newspaper articles, and policy and planning documents. Results indicate that collaborating partners generally do not hear uninvited back talk that fundamentally challenges their tacit beliefs, because partners focus on informing the public about what they consider techno-economic benefits of their projects. As a consequence, collaborators become ‘insiders’, which hinders listening to divergent problem definitions and alternative solutions of ‘outsiders’. Learning from uninvited back talk is therefore restricted to minor adjustments. To avoid innovative solutions remaining unexplored as a result of this discursive lock-in, Triple Helix collaborators must engage in hearing and listening to critical societal actors by establishing a reflective, two-directional dialogue.

Analyzing how COVID-19 moderates the relationship between organizational learning capabilities, technological innovation, supply chain management and enterprise performance in the automobile industry

PurposeThis study explored how COVID-19 moderated the relationship between organizational learning capabilities (OLCs), technological innovation (TI), supply chain management (SMC) processes and enterprise performance (EP). It aimed to give ideas on how organizations could change and do well during big disruptions.Design/methodology/approachDesign: A structured questionnaire served as the data collection tool, employing a stratified sampling technique. Partial least squares (PLS) was utilized for data processing. Information was gathered from the automobile industry in Xian, China, providing an in-depth understanding of how COVID-19 moderated the variables under examination.FindingsThe study discovered that COVID-19 changed how organizational learning, TI, SCM and EP interacted. Some organizations had trouble keeping up with learning and innovation, but others used them to make their SCM stronger, leading to better performance. Also, different effects of COVID-19 were seen in various industries and organizations.Practical implicationsThis study provided practical implications for managers, policymakers and practitioners. It emphasized fostering OLCs and TI as crucial for resilience during disruptions like COVID-19. Strategic investments in SCM were highlighted to mitigate disruptions and seize opportunities. Additionally, context-specific approaches were underscored for navigating pandemic-induced challenges.Originality/valueThis study enhanced existing literature by analyzing how COVID-19 moderated the link between organizational learning, TI, SCM and EP. Through diverse methodologies and organizational contexts, it offered fresh insights into dynamic organizational responses to disruptions, advancing both theoretical understanding and practical knowledge in the field.

The relationship between organizational learning and innovation capability in the Vietnamese banking sector

This study investigates the influence of organizational learning on the innovation capability of commercial banks in Vietnam. Its aim is to identify the nature of the relationship between these constructs and empirically examine whether organizational learning practices impact banks' innovation capabilities. This research uses in-depth interviews with a large-scale survey administered to employees across various Vietnamese commercial banks employing a mixed-methods approach. Data collection primarily relied on questionnaires with 280 valid responses to explore the direct and indirect effects of organizational learning on innovation capability. Quantitative analysis and structural equation modeling (SEM) were conducted using Smart-PLS software to assess scale reliability, test hypotheses and analyze the collected data. The findings confirm a direct and positive relationship between organizational learning and bank innovation capability. Three factors such as commitment to learning, shared vision and open-mindedness were found to exert significant positive influences on the bank’s product and process innovation. However, intra-organizational knowledge sharing exhibited a significant and positive impact only on process innovation with an insignificant effect on product innovation. This finding concerning the limited influence of knowledge sharing on product innovation represents a critical discovery, warranting further investigation into the underlying reasons. It potentially highlights the need for a nuanced understanding of open innovation within the context of commercial banking.

Strengthening green competitive advantage through organizational learning and green marketing capabilities in a big data environment: a moderated-mediation model

PurposeBig data capabilities have the potential to completely transform conventional methods of doing business. Nevertheless, the role of big data capabilities in fostering green marketing capabilities and improving green competitive advantage is still not fully understood. To add new knowledge, this paper aims to propose a moderated mediation model to strengthen green competitive advantage in a big data environment. The model introduces both the mediating role of green marketing capabilities and the moderating role of big data capabilities. We developed and empirically tested a moderated mediation model.Design/methodology/approachIn this study, we have adopted a survey-based methodology. The study collected data from 337 managers and empirically analyzed it to test the theoretical model of moderated mediation. We employed structural equation modeling for empirical analysis.FindingsThe findings revealed that organizational learning improves green marketing capabilities, whereas the relationship between organizational learning and green competitive advantage is insignificant. The mediating role of green marketing capabilities in the relationship between organizational learning and green competitive advantage was statistically significant, indicating that green marketing capabilities serve as a bridge between organizational learning and green competitive advantage. Big data capabilities moderate the relationship between organizational learning and green marketing capabilities. The moderated mediation was also significant, highlighting that big data capabilities further strengthen the indirect effects of organizational learning on green competitive advantage via green marketing capabilities.Originality/valueThis paper delivers theoretical and practical understandings of the importance of organizational learning and big data capabilities. Similarly, it extends current knowledge and provides key insights for managerial decision-making.

The Interplay of Corporate Social Responsibility, Innovation Capability, Organizational Learning, and Sustainable Value Creation: Does Stakeholder Engagement Matter?

At the crossroads of innovation and responsibility, our study delves into CSR’s pivotal role in steering organizations toward sustainable value creation. Combining the frameworks of stakeholder theory, the resource-based view, and dynamic capabilities theory, this study examines the influence of corporate social responsibility (CSR) in enhancing sustainable value creation (SVC), with a keen focus on how organizational learning (OL) and innovation capability (IC) mediate this relationship and the degree to which stakeholder engagement (SE) moderates the impact of CSR on OL, IC, and SVC. Using a quantitative research approach, 416 managers in the Turkish manufacturing sector (e.g., textiles, building materials, and food processing firms) were surveyed using electronic and physical questionnaires. To test the research model, AMOS 24 was employed. The results confirmed that CSR positively influences SVC, OL, and IC; OL and IC positively influence SVC; OL and IC partially mediate the relationship between CSR and SVC. Likewise, the findings suggest that stakeholder engagement (SE) plays a moderate role in strengthening the relationship between CSR and organizational learning (OL), CSR and innovation capability (IC), and CSR and sustainable value creation (SVC), with increased SE enhancing the positive effect of CSR on OL, IC, and SVC. This study explains the complex ways that CSR enhances SVC, focusing on OL and IC’s mediating roles and SE’s moderating effects. It offers manufacturing sectors in Turkey useful information for promoting sustainability and innovation.

Effects of Organizational Agility on Organizational Competitiveness with a Mediating Role of Organizational Learning Capabilities

Effects of Organizational Agility on Organizational Competitiveness with a Mediating Role of Organizational Learning Capabilities

The Effect of Organizational Learning Capability and Flexible Working on Organizational Performance: A Conceptual Model

The Effect of Organizational Learning Capability and Flexible Working on Organizational Performance: A Conceptual Model

HR innovation through inter-organizational HR collaboration

PurposeStudies of inter-organizational relationships have traditionally overlooked the human resource management (HRM) field, with most research focusing on collaborations in the technical domain. This study endeavors to explore the impact of organizational human resources (HR) collaborations on HR innovativeness, drawing on theories about organizational learning capabilities to explain this connection. By analyzing the synergies arising from inter-organizational HR collaborations, this study aims to seek to shed light on the potential for HRM to contribute to organizational performance and foster innovation.Design/methodology/approachThe study is based on a quantitative survey conducted among 326 Dutch companies. The survey aims to find out whether these companies collaborate with other organizations on HR-related issues, the extent to which they renew their HRM function, and whether they apply organizational learning practices. The data collected for the survey are analyzed using Hayes PROCESS macro to investigate mediation effects.FindingsAs per the study, HR collaboration results in innovation. The research suggests that collaborating with HR across different organizations significantly contributes to HR innovation. This relationship can be explained by the inter-organizational learning practices that organizations adopt. Therefore, when organizations collaborate with each other, they learn from each other, which enhances their learning capabilities and ultimately leads to HR innovation.Originality/valueThis study delves into the extent to which organizations collaborate on HR-related issues, which is a relatively new field. Moreover, it contributes to the research on the connection between inter-organizational relationships and innovation by showing how much of it is explained by organizational learning.

Nexus between organizational learning capability and organization age on corporate environmental citizenship.

Many organizations around the world have prudently adopted corporate environmental citizenship. However, the corporate environmental citizenship implementation may vary from reality. Thus, this study examines corporate environmental citizenship to identify ultimate practices to create a strong premise of CEC. The study examines the influence of organizational learning capability, organization age on corporate environmental citizenship. The data were collected from 50 Malaysian construction firms using the survey questionnaire and analyzed by using Partial Least Square Structural Equation Modeling (PLS-SEM). The finding revealed that organizational learning capability positively related to corporate environmental citizenship. Organization age was not found to moderate such relationships. This study establishes that organizational learning capability encourages construction firms to take risks and explore new opportunities are essential for corporate environmental citizenship implementation. This study highlights the role of organizational learning capability to achieve corporate environmental citizenship irrespective of their organization age for construction firms. This study confirms the logic of Natural Resource Based View (NRBV) theory for predicting organizational learning capability as a critical foundation to build corporate environmental citizenship.

Lean Startup and Organizational Learning Capability: A Case Study in a Research and Technology Organization

Lean Startup is an iterative, hypothesis-driven approach consisting of five key principles for business creation and product development, which involves potential users and customers from the beginning in a trial-and-error process. We argue that the application of Lean Startup encourages organizational learning, based on its facilitating dimensions: experimentation, risk taking, interaction with the external environment, dialogue, and participative decision making. Thus, we examine the effects of Lean Startup implementation on organizational learning capability through a case study in a Research and Technology Organization, providing evidence of its positive impact.