Effect Of Organizational Learning Research Articles

Transformation of Educational Practice: The Role of Organizational Learning in Teacher Professional Development

The objective of this study was to investigate the correlation of organizational learning on the professional development of teachers in an educational unit in Guayaquil, Ecuador. The methodology used was quantitative, non-experimental and correlational in scope, with a sample of 100 teachers. Cronbach's alpha was used to validate the data collection instruments, obtaining high reliability indexes, and chi-square was used to evaluate the independence between categorical variables and to determine the significant association between them. The results showed that organizational learning has a significant impact on teacher professional development, with the associated significance values (Sig.) being 0.021 for Pearson and 0.032 for Deviance. It is concluded that implementing effective organizational learning strategies can substantially improve teachers' professional development and, consequently, educational quality.

Reimagining crisis management with an organizational learning framework

AbstractTechnological advancements have altered the landscape of crisis management, making many crises potentially preventable and controllable. Moreover, these technological advancements have provided opportunities for organizations to implement an informed learning approach in crisis responses. The interconnectedness and complementary aspects of three theories within crisis management, including the situational crisis communication theory's base crisis response strategies, image repair theory's corrective action, and discourse of renewal theory's organizational learning, were assessed and integrated into a proposed framework for understanding a comprehensive approach to crisis management. In this research, technology is regarded as both an asset for facilitating organizational learning (e.g., informed decision‐making through data analytics), and a potential source of challenges in crisis communication (e.g., Zoombombing and negative social amplification). The proposed framework aims to bridge proactive risk and reactive crisis management efforts through organizational learning. Findings from this 4 × 2 between‐subjects experimental design study explore the effectiveness of organizational learning to address crisis responsibility in an evolving technological landscape.

Big data analytics managerial skills and organizational agility: a moderated mediation model

PurposeAlthough big data analytics managerial skills (BDAMS) offer opportunities for firms to foster organizational agility, existing studies present inconclusive indications of this impact, with an overlooking of the intermediate pathways involved. This study explored how BDAMS affect organizational agility by investigating the mediation effect of data-driven organizational learning (DDOL) and the moderating roles of technological and market turbulence.Design/methodology/approachThis study employed mediation and moderated mediation analyses to test the hypotheses using data collected from listed Chinese firms. Furthermore, we performed a fuzzy set qualitative comparative analysis (fsQCA) as a supplementary approach to identify the configurations that lead to organizational agility.FindingsThis study shows that DDOL partially mediates the relationship between BDAMS and organizational agility. Besides, technological and market turbulence positively moderate the effect of DDOL on organizational agility and the mediation effect of DDOL. Our additional analyses also reveal several patterns of conditions that facilitate agility.Originality/valueThis study offers a comprehensive exploration of the relationship between BDAMS and organizational agility by verifying the mediating effect of DDOL and moderating effects of technological and market turbulence. In addition, the fsQCA results highlighted the combinatorial effects of key factors in this study, reinforcing and refining the moderated mediation results.

Can big data analytics capability promote firm innovation? A moderated mediation model of organizational learning and market orientation

PurposeThe empirical results of the pivotal relationship between big data analytics capability (BDAC) and firm innovation remain inconclusive, necessitating a comprehensive understanding of the mediator and moderator through which firms can realize the potential innovation benefits of BDAC. Invoking the indirect perspective of dynamic capability theory, we constructed a moderated mediation model in which organizational learning mediates the impact of BDAC on firm innovation; the mediation effect of organizational learning is contingent upon market orientation.Design/methodology/approachOur hypotheses were tested using hierarchical regression and bootstrapping methods with a sample of 227 large- and medium-sized manufacturing firms in China.FindingsThe results reveal that both exploratory and exploitative learning fully mediate the link between BDAC and firm innovation. The mediation effect of exploitative learning is positively contingent upon market orientation; however, market orientation does not positively moderate the mediation effect of exploratory learning.Originality/valueOur moderated mediation model is one of the first to provide a fine-grained understanding of the process through which BDAC is transformed into firm innovation as well as the conditions under which this mediating mechanism may work effectively, thereby further elucidating the theoretical black box regarding the BDAC-firm innovation link and resolving existing debates in the literature regarding why BDAC does not always yield positive outcomes.

The catalytic effect of organizational learning on ambidexterity for firm performance

Purpose This study investigates the impact of organizational ambidexterity on employee performance within Jordanian clearance companies, focusing on the mediating role of organizational learning. This research aims to explore how the dimensions of exploration and exploitation influence performance outcomes, including effectiveness and growth. Design/methodology/approach Using analytical descriptive research, this study uses SMART-PLS 4 for hypothesis testing and mediation analysis. A meticulously developed questionnaire, grounded in scholarly literature and vetted by experts, was distributed to 230 employees across the Jordanian clearance industry, achieving a 91.3% response rate. Findings This study found that companies do better when they effectively explore and exploit, especially if they also focus on learning and adapting. This insight is particularly useful for those in the human resource development and management fields who aim to boost employee performance and, ultimately, the success of their organizations. The findings reveal a significant indirect effect of organizational ambidexterity on performance through organizational learning. Ambidexterity explained 55.6% of the variance in organizational learning, and subsequently, organizational learning accounted for 47.4% of performance variance. The total performance variance was 81.8%, indicating a strong relationship between the constructs. Research limitations/implications This study’s scope is limited to the Jordanian clearance industry, suggesting the need for further research across different contexts and industries. The reliance on self-reported data may introduce bias, warranting future use of mixed methods for a more comprehensive understanding. Practical implications The findings underscore the importance of fostering organizational learning as a mediator between ambidexterity and performance. Companies should invest in strategies that enhance both exploratory and exploitative activities, leveraging organizational learning to improve performance outcomes. Social implications By highlighting the role of organizational learning in mediating the relationship between ambidexterity and performance, this research suggests pathways for businesses to contribute to economic growth and employee development within the Jordanian context and potentially beyond. Originality/value This study contributes to the field by examining the underexplored context of the Jordanian customs clearance industry and using a robust methodological framework to assess the relationship between organizational ambidexterity, learning and performance. It provides empirical evidence supporting the significant impact of balanced competency configurations on performance outcomes.

Innovation capability as a survival strategy for MSMEs during the economic recovery from the COVID-19 pandemic

This study aims to analyze the effect of organizational learning on organizational performance and innovation ability’s moderating variables on the effect of organizational learning on organizational performance. A quantitative approach is used that focuses on hypothesis testing and measurable data and produces generalizable conclusions. The analysis technique used is structural equation modeling (SEM). The contribution of this research is unique because it gives a more specific balanced score card design for micro, small and medium enterprise (MSME) performance to capture dimensions not revealed in existing studies. The results of this study show that organizational learning (exploitation, exploration and ambidexterity) has a positive effect on innovation capability, and vice versa. The theoretical implication of this research is that it offers a broad perspective on how MSMEs function in a pandemic and the tactics they use to overcome adversity and become resilient. Organizational learning and innovation are the two variable components in this study and are utilized as the main drivers of small and medium-sized enterprise (SME) performance. This research has implications for entrepreneurs, as SMEs can apply the findings to enhance their business performance.

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 effect of organizational learning on business sustainability – the role of distributed leadership

Purpose The paper aims to investigate the importance of leadership – distributed leadership (DL) – for the relationship between organizational learning (OL) and business sustainability (BS). Design/methodology/approach Extensive literature research was carried out to investigate the relationship among leadership, OL and BS. Two theoretical frameworks of the relationship among DL, OL and BS were formulated and tested on the basis of the empirical studies conducted in 694 Polish and Danish companies. The moderated multiple regression and mediation analysis were used. Findings In-depth, critical literature analysis has shown that the theoretical foundation of the relationship between leadership and BS is limited and not empirically verified. However, the empirical study has revealed a positive, statistically significant effect of DL on both OL and BS and the mediating role of OL on the relationship between DL and BS (a partial and complimentary mediation). Research limitations/implications It would be valuable to simultaneously consider other leadership types (beyond DL) in terms of their impact on OL and BS. Additionally, due to the nature of BS challenges and the specificity of DL, other factors influencing BS should be included for a more profound understanding of the relationships under investigation. Finally, additional contextual factors need to be taken into account. Originality/value To the best of the authors’ knowledge, the paper is one of the first studies that present the relationship between OL and BS with reference to factors influencing BS, i.e. leadership. The value of the paper is the development of two alternative models of the relationship among DL, OL and BS and their verification through large-scale empirical cross-country research. Furthermore, the results obtained in the course of the research open up new research directions with respect to the development of the concept of sustainable leadership and deepen the knowledge of the relationship between leadership types and OL.

Fostering Innovative Work Behavior Through Knowledge Sharing: The Mediating Effects of Organizational Learning and Employee Job Satisfaction

Fostering Innovative Work Behavior Through Knowledge Sharing: The Mediating Effects of Organizational Learning and Employee Job Satisfaction

Analysis of The Role of Affective Commitment As an Intervening Variable in The Relationship Between Effective Reward and Organizational Learning in Advertising Industry

This research aims to analyze the influence of extrinsic reward and intrinsic reward on affective commitment. Primary data, collected through surveys of respondents from the target population, served as the data source. Data collection methods include in-depth interviews, observations, and surveys using questionnaires. The respondents targeted for the survey are employees who have permanent employee status and have worked for at least one year are targeted for the survey. This study employs descriptive research methods. Sampling employed non-probability techniques, such as convenience sampling. The research results revealed a positive and significant impact of both extrinsic and intrinsic rewards on affective commitment. This shows that giving rewards, both in extrinsic and intrinsic form, can increase employee emotional commitment to the company. Apart from that, the results of the analysis also show that affective commitment has a positive and significant effect on knowledge transfer. This emphasizes the importance of having employees with high emotional commitment, because this can increase their ability to share knowledge and information with colleagues. To develop these findings, companies can consider improving reward programs that can increase employee affective commitment, both through extrinsic and intrinsic rewards. Apart from that, companies can also pay attention to other factors that can increase affective commitment, such as a supportive work culture, opportunities for development, and recognition of employee contributions. In this way, companies can create a work environment that supports knowledge transfer and improves overall performance.

Exploring R&D network resilience under risk propagation: An organizational learning perspective

Through the development of a risk propagation model, this paper investigates R&D network resilience under risk propagation from an organizational learning perspective. Drawing from organizational learning theory, we first quantify failure experience in the context of risk propagation. Then a risk propagation model is developed, which is composed of two parts: spontaneous mechanism and propagation mechanism. Finally, we implement agent-based simulation to show how organizational learning and forgetting impact on R&D network resilience and firm vulnerability under risk propagation. Our results show a significant association between organizational learning and both network resilience and firm vulnerability. However, the results differ in different levels of risk. When the propagation probability is low, network resilience can be enhanced through improving the learning ability or decreasing forgetting for both high-vulnerable and low-vulnerable firms. However, in other scenarios, the low-vulnerable firms are more critical to network resilience. Additionally, the impact of firm failure magnitude on enhancing network resilience will gradually decrease with the increase of firm learning rate. Our results will help practitioners understand the effect of organizational learning on R&D network resilience and support decision-making in risk management.

Interplay between Organizational Learning and Departmental Performance: Implications for Change in Ethiopian Public Research Universities

Literacy abilities are crucial for economic progress and community welfare, with higher education recognizing them as vital for problem-solving, critical thinking, continuous learning, and effective functioning for both experienced educators and the new student cohorts. The study examined the interplay between organizational learning and departmental performance, and its implications for changes in Ethiopian Public Research Universities. The researchers used the framework that focuses on seven distinct dimensions of organization learning (OL) namely continuous learning, inquiry and dialogue, collective and collaborative efforts of organizational members, empowerment, embedded system, system connection and strategic leadership and departmental performance (DP) which consists of three dimensions teaching-learning, research and community services. The researchers employed embedded mixed methods design (QUAN + qual) to examine the interplay between organizational learning (OL) and departmental performance (DP). The researchers selected four public research universities using simple random sampling technique. Then, they selected 1,176 respondents (969 instructors and 207 department heads) from target population using simple random sampling technique. The researchers adapted standardized questionnaires and collected quantitative data using questionnaires, and analyzed using descriptive statistics (mean standard deviation), and inferential statistics (multiple correlations, multiple regressions structural equation modeling). Qualitative data was collected using semi-structured interview from 14 key informants who were selected using the purposive sampling technique based on their rich lived experiences of teaching-learning, research and leadership in higher education institutions. The qualitative data was thematically analyzed. The finding of the study showed that the structural equation model fit to the data. It was also found that the correlations between the different dimensions of organizational learning practices and departmental performance ranged between low and moderate. There were positive significant and moderate correlations between each dimension of organizational learning and departmental performance. The organizational dimensions accounted the largest cumulative variance to departmental performance dimensions; research (R2 = 40.70%; β =.638, p.001); community service (R2 = 33.50%; β =.579, p.001) and teaching-learning (R2 = 24.60%; β =.496, p .001). The study showed that the presence of formal and informal organizational learning cultures in universities enhance departmental performances. Therefore, the Ethiopian public research universities should create effective organizational learning systems to improve departmental performances.

Research on the Influence Mechanism of Artificial Intelligence Capability on Ambidextrous Innovation

With the continuous development and widespread adoption of artificial intelligence (AI) technology, enterprises have realized the importance of possessing artificial intelligence capabilities to enhance organizational performance. However, there is still a relative lack of empirical research on how to build AI capabilities, and how AI capabilities impact organizational innovation performance. Based on the resource-based theory, this study constructs a conceptual model of “AI Capabilities - Organizational Response (Organizational Learning and Organizational Agility) - Ambidextrous Innovation”, exploring the direct impact of AI capabilities on ambidextrous innovation, and the mediating effects of organizational learning and organizational agility, also the moderating role of digital strategy in this linkage. With data from 253 survey questionnaires of Chinese enterprises, the results indicate that: first, AI capabilities have a significantly positive impact on organizational ambidextrous innovation; second, organizations with high levels of organizational learning ability and agility can better leverage AI capabilities to promote the development of ambidextrous innovation; Thirdly, digital strategy has played an active role in regulating the influence path of two-way innovation within the organization and provided sufficient boundary conditions; fourth, The data capability, technological capability, and fundamental resource capability of AI capabilities have differentiating effects on exploratory and exploitative innovations. The findings of this research hold significant theoretical and managerial value for understanding the driving mechanisms of organizational innovation performance in the era of AI.

Analysis Of The Influence Of Work Environment And Learning Culture On Employees' Work Commitment In National Airline Company Garuda Indonesia

The purpose of this study is to examine how organizational learning and work environment affect commitment to the company. Both quantitative and descriptive research methodologies are used in the study. Researchers employed descriptive research in this study. Non-probability sampling was employed in this study, and the sample size was one hundred participants. The author of this study collected data from respondents via questionnaires, interviews, and observation. Multiple regression analyses have been used in this study. The organizational commitment variable is positively and significantly impacted by the independent variables organizational learning and work environment, according to the results of the individual parameter significance test. These findings suggest that factors related to the work environment and effective organizational learning can raise the degree of organizational commitment. The study's findings also demonstrate that organizational dedication is positively impacted by the workplace. Overall, the study's findings point to the need for businesses to focus on and enhance organizational learning in the workplace because doing so can increase workers' organizational commitment. Emphasis on adequate facilities, good learning opportunities, leader support, a comfortable work environment, and interaction between employees can help increase the level of organizational commitment within the company.

Research on the Effect of Organizational Culture of Chinese Youth Entrepreneurial Enterprises on Innovation Performance - Focusing on the mediating effect of organizational learning

In the era of knowledge economy, market competition is constantly changing, and enterprises are developing rapidly in China. With the strong support of the Chinese government for innovation and entrepreneurial activities, the entrepreneurial development situation is optimistic,especially as the main business enterprises to enter the stage of rapid development of youth entrepreneurship.However, while having opportunities, we can also see that the global economic competition environment is complex.Chinese youth entrepreneurs still need to improve their competitiveness and promote the development of innovative technologies. It is necessary for employees to continuously absorb knowledge culture and update their innovative technologies. This paper mainly studies the relationship between organizational culture, organizational learning and innovation performance of young entrepreneurs. 302 questionnaires were collected from Chinese entrepreneurial enterprises, and we uses SPSS and AMOS to analyze organizational culture, organizational learning and innovation performance, and shows the organizational culture affects innovation performance through organizational learning. Finally, in order to make a good organizational culture, enterprises need to continuously update their knowledge,improve the soft power of enterprises, to cope with the changing market environment, enhance the creativity of enterprises and their innovation performance.

HRM practices, organizational learning and organizational performance: evidence from the big four financial services in France

PurposeThis paper aims to examine the mediation effect of organizational learning on the link between human resource management (HRM) practices and organizational performance in some Big4 financial services companies.Design/methodology/approachThe quantitative methodology was chosen for this research, using resource theory and knowledge-based approach to explain the relationship between latent variables. A sample of 403 HR employees and managers of the companies under study in France was selected in 2022. Structural equations modeling was used based on the Spss-Amos program to test the research hypotheses.FindingsThe results revealed that organizational learning played a mediating role between HRM practices (hiring, training, motivation and decision-making) and organizational performance and that learning enabled the performance of workers to improve and achieve competitive advantages in this field.Research limitations/implicationsThe sample was based on four international companies working in the field of financial services and consulting and providing their services within France, which may affect the generalisability of the results and limit them to the studied sector.Practical implicationsThe contribution of the study is to improve the awareness of administrators, decision makers and company employees of the importance of organizational learning for companies, and to stimulate motivation to learn and exchange knowledge in a constructive way that enhances organizational performance. Working on organizational culture change through HRM-practices-based learning as an effective mechanism for organizational performance improvement is one implication. These practises influence cadres' attitudes toward their work, which improves their performance.Social implicationsWorking on organizational culture change through HRM-practices-based learning as an effective mechanism for organizational performance improvement is one implication. These practises influence cadres' attitudes toward their work, which improves their performance.Originality/valueThis study seeks to provide cadres and executives with an in-depth analysis of HRM and organizational learning, which, through its integration of these attributes, can contribute to the earning of knowledge-based competitive advantage and achieve superior and sustainable performance.

Effects of Business Intelligence, Organisation Learning and Innovation on the Performance of Small and Medium Scale Enterprises (SMEs) in South-West Nigeria

Business Intelligence (BI), both in process and product, is one of the methods used by organizations to develop and access useful information or intelligence that can help enhance their performance. This paper therefore evaluates the effect of business intelligence (BI), organizational learning (OL) and innovation (IN) on the performance of SMEs in the South West Nigeria. Ex-post facto design of descriptive survey was adopted for the study. Primary data were collected on SMEs from Southwest Nigeria. A structured questionnaire (r=0.77) was used to elicit information from selected respondents. The sample size of 400 was adopted as derived from Cochran sample size formula out of the population size of 299,401. The data obtained were analyzed using statistical and econometric techniques. The findings from the analysis through logistic regression showed that only Business Intelligent (organization learning and innovation) has a significant influence on firm performance. The study therefore concluded that firm performance could be boosted by the integration of business intelligence, organizational learning and innovation. Hence, it is suggested that Nigerian small and medium scale businesses that are yet to incorporate business intelligence-driven innovation into any part of their production and delivery processes should make a quick effort to do so.

The more ambidexterity the better? The moderating effect of organizational learning between high-performance HR practices and organizational performance.

The objective of this study is to test the directly impact of high-performance HR practices on organizational performance, and the mediating effect of organizational ambidexterity empirically. Moreover, the moderating role of organizational learning in the relationship between ambidexterity and specialization in exploitation or exploration on firm performance has also been examined. Ultimately, we construct a moderated mediation model. Questionnaires were distributed to the target enterprises mainly through the contacts of the research group members, the local management consulting association and the training opportunities for leaders. Finally, a total of 347 CEO questionnaire data were collected from Chinese SMEs. The sample cover Shanghai, Beijing, Chongqing, Jiangsu, Zhejiang, Guangdong, Henan, Sichuan and other eastern and central regions. SPSS 23.0 and AMOS 24.0 were used to analyze the data. The results revealed that high-performance HR practices had a positive effect on organizational performance and that organizational ambidexterity played a partially mediating role between high-performance HR practices and organizational performance. Further, organizational learning moderated the effects of organizational ambidexterity and organizational specificity on firm performance. This study provided valuable practical insights. On one hand, this study provides a concrete operational scheme for SMEs in China to realize organizational ambidexterity by integrating a series of HR practices such as employees' ability, motivation and opportunity. On the other hand, through organizational ambidexterity, firms can not only obtain organizational long-term performance by enhancing their new product R & D capabilities, that is, exploratory innovation, but also utilize their existing resources to improve and expand their existing products and services, that is, to achieve short-term performance by exploitative innovation.

The Effect of Organisational Learning on Business Performance of SMMES in the Western Region of Ghana

The Effect of Organisational Learning on Business Performance of SMMES in the Western Region of Ghana