Effect Of Organizational Learning Capability Research Articles

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

ORGANIZATIONAL LEARNING CAPABILITY, ORGANIZATIONAL RESILIENCE, ORGANIZATIONAL PERFORMANCE, and MARKET TURBULENCE: A MODERATED MEDIATION MODEL

Achieving successful performance is an important goal for companies. However, in turbulent market environments, this goal can be quite difficult to achieve. Therefore, today organizations should have the necessary skills, such as learning capability and resilience, to have successful performance indicators, especially in turbulent market conditions. This study suggests that the antecedent effect of organizational learning capability and the moderating effect of organizational resilience should be considered in order to strengthen organizational performance in turbulent markets. Moreover, this study aims to develop a moderated mediation model that measures both the indirect effect of organizational learning capability on organizational performance, and the direct effect of organizational learning capability on organizational performance, with the mediating effect of organizational resilience under the moderation of market turbulence. In this study, a questionnaire study was applied to the high level managers of 109 manufacturing organizations. According to the findings of the research, it is seen that organizational learning capability has a direct positive effect on organizational performance and organizational learning capability has an indirect effect on organizational performance through mediating effect of organizational resilience. In addition, it has been found that market turbulence moderates the direct effect of organizational learning capability on organizational performance. Also, it has been found that the indirect effect of organizational learning capability on organizational performance through organizational resilience is moderated by market turbulence. Considering the data obtained as a result of this study, it is seen that organizational learning capability plays an important role in order to have strong organizational performance in turbulent markets, with the help of the mediating effect of organizational resilience.

Authentic leadership: Spanish study shows authentic leaders boost organisational: learning capability, which has indirect impact on enhancing company innovation

PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.DesignThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsBased on a sample of 263 Spanish companies, researchers provided strong evidence of the positive effect of authentic leaders on promoting organizational learning capability. They also showed the positive effects of organizational learning capability on innovation, revealing its mediating effect between authentic leadership and innovation.OriginalityThe briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Improving Employee Innovation Performance of SMEs Through Human Resource Management Practices: A Moderated Mediation Model

This paper proposes a theoretical model that analyzes the link between Human Resource Management practices (HRMPs) and employee innovation performance (EIP), the mediating role of entrepreneurial orientation (EO) and the moderating effect of organizational learning capability (OLC). A study was conducted using a cross-sectional approach in Sokoto, Nigeria, gathering data from sachet table water enterprises. Participants were selected through convenience sampling and questionnaires were personally administered. Hypotheses were tested using Partial Least Squares—Structural Equation Modelling (PLS-SEM). The findings suggest that EO mediates the relationship between HRMPs and EIP, while OLC moderates it. All six hypotheses were supported.This study adds to the current understanding of HRMPs by exploring the mediating role of EO and the moderating effect of OLC on enhancing and strengthening the same relationship.

Innovate with whom? The bridging effect of organizational learning capability for knowledge-intensive SMEs

ABSTRACT With the advent of the knowledge economy, inbound open innovation for knowledge-intensive SMEs has attracted more and more attention. However, the distinctiveness between them and traditional SMEs in this process remains undiscussed. This paper investigates how different partnerships influence knowledge-intensive SMEs' innovative performance by demonstrating the organisational learning capability mechanism. Based on the survey data from 248 Chinese knowledge-intensive SMEs, this paper finds that both market-based and science-based partnerships play nonnegligible roles in knowledge-intensive SMEs' innovative performance, and organisational learning capability partially mediates these relationships. In addition, when the environmental turbulence increases, knowledge-intensive SMEs prefer science-based partnerships. The research results indicate that knowledge-intensive SMEs have different partner selection strategies for open innovation compared to traditional SMEs, which could be affected by the turbulence of the external environment. This study sheds light on the relationship between open innovation and the performance of knowledge-intensive SMEs.

Organizational learning capability and its impact on organizational innovation

PurposeThis study aims to determine the effect of organizational learning capability (OLC) on organizational innovation (OI) and identify the type of innovation that is accorded more emphasis by Ethiopian manufacturing firms.Design/methodology/approachThis study applied an explanatory research design, and cross-sectional data were gathered through structured questionnaires from general and HR managers of 197 manufacturing firms in Addis Ababa and Oromia, Ethiopia. The ordinary least square regression method was applied to analyze the data.FindingsThe study provides empirical insights into how OLC affects OI. The findings revealed that the sampled firms have scored low mean values in terms of OLC and OI. In addition, OLC had a positive but low effect on OI and its dimensions. Because of their weak institutional support, the sampled firms tended to emphasize administrative innovation rather than product and process innovations.Research limitations/implicationsThis study would have yielded better results if it was built on evidence-based data to reveal how radical or incremental OIs are, as well as how OLC and OI vary across different sectors. The theoretical and practical implications drawn from the findings are also presented.Originality/valueThere is little empirical evidence of the nexus among OLC, process and administrative innovations, especially from the perspective of developing economies. This study empirically supports the direct relationship between the constructs. In developing countries such as Ethiopia, where there are weak institutional resources and support, administrative innovation shall be emphasized in the short run.

The Effect of Organizational Learning Capability as a Mediating Variable in the Relationship between Green Intellectual Capital and Business Sustainability: Evidence from the Manufacturing Sector

Sustainability is aimed to foster the balanced of economic, social and environmental development. However, only economic dimension is receiving more attention in business organization. In fact, the present economic activity has contributed to rather serious environmental crises. This environmental destruction seems to affect our ability in sustaining prosperity and achieving social equity. Thus, there has been an increase interest in green intellectual capital towards attaining the goal of business sustainability in the last decades. Green intellectual capital refers to a new form of innovation and approach in the attempt to understand and solve issues related to the environment. Furthermore, the role of green intellectual capital on business sustainability is better supported by organizational learning capability to mediate the relationship between green intellectual capital and business sustainability. Hence, the motivation of this study derives from the above facts that the green intellectual capital and business sustainability approach are still new in Malaysia. The developed hypotheses were tested based on the data gathered via mail survey to managers of SMEs in the Malaysian manufacturing. Data collected from 168 managers were analyzed using the Smart PLS 3.0 statistically techniques. Three main findings revealed. Firstly, green structural capital and green relational capital have significant relationship with organizational learning capability while green human capital did not. Secondly, organizational learning capability has a significant relationship with business sustainability. Thirdly, organizational learning mediates the relationship between both green structural capital and green relational capital and business sustainability, while green human capital did not. This current study, has contributed to the body of knowledge where this is the first study that links green intellectual capital on business sustainability. In addition, no research done on organizational learning capability as mediating in the relationship between green intellectual capital and business sustainability. Finally, this paper provides several implications and limitations.

조직 구성원이 인식한 리더의 진성리더십이 일 몰입에 미치는 효과 - 조직학습역량의 매개효과를 중심으로 -

조직 구성원이 인식한 리더의 진성리더십이 일 몰입에 미치는 효과 - 조직학습역량의 매개효과를 중심으로 -

호텔 조리종사자의 메뉴개발 시 조직학습역량이 혁신행동에 미치는 영향 연구

호텔 조리종사자의 메뉴개발 시 조직학습역량이 혁신행동에 미치는 영향 연구

How does altruistic leader behavior foster radical innovation? The mediating effect of organizational learning capability

PurposeThe purpose of this paper is to provide empirical evidence of the relationship between altruistic leader behavior and radical innovation, using organizational learning as an explanatory variable.Design/methodology/approachTo confirm the hypotheses, structural equations were used on a data set from a survey carried out on Spanish firms with recognized excellence in human resources management.FindingsThe study empirically validates the conceptual model. Results suggest that organizational learning capability fully mediates the relationship between altruistic leader behavior and radical innovation.Research limitations/implicationsThe database used in the study is very heterogeneous. Future research might delimit the database by organization size or sector.Practical implicationsResults suggest ideas for organizations that want to implement a working environment that fosters innovation performance in order to achieve radical innovations.Originality/valueThis is one of the few studies to concentrate on altruistic leader behaviors as such. This paper contributes to understanding how altruistic leader behavior affects radical innovation and the key role played by organizational learning capability.

The Impact of Organizational Learning Capability on Product Innovation Performance: Evidence from the Turkish Manufacturing Sector

This study aims to examine the effect of organizational learning capability on product innovation performance in the manufacturing sector using empirical data. A survey was conducted with 120 firms that were on the list of Top 1000 Firms of Turkey and registered with the Istanbul Chamber of Industry, to examine the relationship between the dimensions of organizational learning capability and the dimensions of product innovation performance. The findings of the study indicate a positive relationship between organizational learning capability and product innovation performance.

STRATEGIC ENTERPRISE RESOURCE PLANNING MANAGEMENT AND FIRM SUCCESS OF FOOD BUSINESSES IN THAILAND: AN EMPIRICAL INVESTIGATION OF THE ANTECEDENTS AND CONSEQUENCES

ABSTRACT Strategic enterprise resource planning (ERP) management as essential to business accomplishment. The objective of this study is to investigate the effect of strategic ERP management on firm success through business information advantage, and business operational effectiveness. Also, the associated roles of proactive vision, IT infrastructure, and environmental uncertainty influence strategic ERP management and are investigated through organizational learning capability as a moderator. A questionnaire was used to collect the data from 82 food businesses in Thailand. The results show that strategic ERP management significantly and positively relate to business information advantage, business operational effectiveness, and firm success. In addition, proactive vision, IT infrastructure, and environmental uncertainty significantly and positively relate to strategic ERP management. Surprisingly, there are very few studies showing a positive significant effect of organizational learning capability as the moderating effect of relationships between strategic ERP management and its antecedents. Potential discussion with the research results is effectively implemented in the study. Because the sample is only chosen from one industry such as food businesses, the generalizability may need to be confirmed. Theoretical and managerial contributions are explicitly provided. A conclusion, suggestions, and directions for future research are recommended. Keywords Strategic ERP management, Business Information Advantage, Business Operational Effectiveness, Proactive Vision, IT infrastructure, Environmental Uncertainty, Organizational Learning Capability

Intellectual capital and new product development performance: The mediating role of organizational learning capability

Previous studies rarely examined the relationship between intellectual capital and organizational learning capability. Moreover, most studies neglect the mediating effect of organizational learning capability in the relationship between intellectual capital and new product development performance. This study uses interviews and the survey method to discuss the relationships governing intellectual capital, organizational learning capability, and new product development performance. Results are based on empirical data from Taiwan's IC design industry, and are generated by the Partial Least Squares (PLS) method. Results show that human capital and relational capital actually improve new product development performance through organizational learning capability. Although structural capital positively affects organizational learning capability, managers should pay attention to possibly negative effects of structural capital on new product development performance. Relational capital is the greatest factor among these three types of intellectual capital in Taiwanese IC design companies, structural capital is second, and human capital is last. Comparing three types of intellectual capital of Taiwan's large enterprises with those of Taiwan's small and medium enterprises (SMEs) reveals that the relational capital of Taiwan's SMEs is marginally less than that of large enterprises.