Organizational Learning Culture Research Articles

Exploring the factors of learning organization in school education: the role of leadership styles, personal commitment, and organizational culture

PurposeThis study aims to test the conceptual model of the factors of learning organization and explore the degree of mediation of organizational culture in the relationship between leadership styles, personal commitment, and learning organization in school education.Design/methodology/approachThe learning organization profile (LOP) and OCTAPACE profile served to measure learning organization and organizational culture, respectively. The researchers developed scales to measure principals’ leadership styles and teachers’ personal commitment. Data included 750 school teachers.FindingsThis study found a good fit in the proposed conceptual model. The organizational culture had a significant mediating effect on the path of leadership styles and learning organization and a significant mediating effect on the path of personal commitment and learning organization.Originality/valueTo promote a more comprehensive learning culture, school principals should consider two specific organizational mechanisms: the intangible cultural components (such as corporate values, beliefs, and norms) and the tangible structural components (such as organizational structure and workflow systems). These two domains play a crucial role in creating a conducive learning environment.

Role of Workplace Spirituality and Organizational Behavior Organizational Learning Culture in the Private Security Sector

Role of Workplace Spirituality and Organizational Behavior Organizational Learning Culture in the Private Security Sector

Beyond success and failure: learning from execution of corporate entrepreneurial actions

PurposeThis article aims to redefine the paradigm of evaluating corporate entrepreneurial actions, moving beyond the simplistic success/failure dichotomy. It underscores the importance of a nuanced understanding of the outcomes of such initiatives, emphasizing the need for organizations to learn from both their successes and failures. The focus is on fostering a learning organization culture, where strategic decision-making is enhanced through a comprehensive analysis of past entrepreneurial endeavors, thus ensuring long-term corporate health and growth.Design/methodology/approachThe study is based on the analysis of the existing literature and illustrative real-world cases from prominent corporations.FindingsThe findings reveal that understanding the reasons behind the success or failure of strategic initiatives is crucial for sustainable corporate growth. The study highlights that mere success can be misleading without comprehending the underlying factors, just as failure can offer valuable lessons if properly analyzed. The 'Learning from Execution Matrix' facilitates this understanding, aiding corporations in fostering a culture of continuous improvement. The DIRS (Decomposition, Interpretation, Rewarding, Scaling) framework further helps in breaking down and scaling these learnings for broader application within the organization.Originality/valueThis article contributes to the field of strategic entrepreneurship by providing a novel framework for analyzing corporate entrepreneurial actions. The 'Learning from Execution Matrix' and the DIRS framework offer practical, actionable tools for managers and leaders, fostering a culture of learning and strategic adaptation. This approach is original in its emphasis on the nuanced understanding of both successes and failures, making it a valuable guide for corporations seeking sustained growth and innovation in a competitive business environment.

The Process of Visionary Leadership Increases Innovative Performance among IT Industry 4.0 for SMEs for Organizational Sustainability: Testing the Moderated Mediation Model

In the era of the fourth industrial revolution, competition among IT industries is becoming increasingly fierce. If a company is weak in its competitive advantage, it can have a huge negative impact on its organizational sustainability and ultimately lead to organizational failure. In such a research background, we highlighted that employees’ innovative performance via creativity acts as an alternative lubricant to increase the sustainable competitive advantage and promote overall organizational sustainability. In particular, employees’ innovative performance has a great relationship with organizational culture and types of leadership. Hence, we focused on exploring the ways in which visionary leadership increases employees’ innovative performance, presenting and verifying a moderated mediation research model related to the innovative performance. To verify our research model, this study conducted a survey of 303 employees from the information technology (IT) industry of SMEs in China. According to the results, visionary leadership was found to have a positive influence on both psychological empowerment and employees’ innovative performance. In addition, psychological empowerment partially mediated the impact of visionary leadership on the innovation performance. Finally, the organizational learning culture moderated the effects of psychological empowerment and the innovation performance. Overall, this study contributes to revealing the process that leads to employees’ innovative performance and contributes to expanding the research field by verifying the moderated mediation model for a sustainable competitive advantage and organizational sustainability in IT Industry 4.0 for SMEs.

Organizational learning culture, professional competence and life-long learning skills: Basis for professional development opportunities framework

Organizational learning culture, professional competence and life-long learning skills: Basis for professional development opportunities framework

Cultivating Innovative Work Behavior: Insights from HRM Practices Integration

Innovative Work Behavior (IWB) has a prominent space in various literature, but what cultivates it remains inconsistent and fragmented. This study posits that controlled Human Resource (HR) practices can foster Innovative Work Behavior (IWB). It used Reflective Thematic Analysis (RTA) to examine from the lens of Perceived Organizational Support (POS) and Learning Culture (LC) theories based on the insights of 10 expert-respondents across 8 industries. The findings revealed that the organization’s support and the synergy of HR practices such as Diversity Management (DM), Work Life Balance (WLB), and Training and Development (TD) significantly succeeded to cultivate IWB while Rewards and Recognition (RR) practices failed to cultivate the desired behavior. The study also showed that championing cultural diversity and observing employees’ balanced work-family time propelled innovative behavior. Likewise, Learning Culture (LC) as enhanced by TD, DM, and WLB practices escalated the employees’ IWB. The study recommends to strategize RR practices, focusing on intrinsic rewards that are linked to IWB and to enhance TD practices for sustainable learning. It further highlights the crucial role of organizational support through HRM practices and learning culture in cultivating IWB. Since IWB is multi-factored, an investigation on other factors not addressed in this study and longitudinal research must be conducted to ensure consistent findings. The future direction of this study should also focus on external factors such as technological advancement, market competition, and regulatory environment that shall redefine the organization’s core values and consequently frame employees’ Innovative Work Behavior. This study does not only contribute to the existing body of literature, but also offers significant insights for both HR and Innovation managers in their respective practices. Keywords: Innovative Work Behavior, HR Practices, Organizational Performance, Diversity Management, Work-Life Balance, Training and Development, Rewards and Recognition, Perceived Organizational Support (POS) Theory, Learning Culture (LC) Theory

The Facilitating Factors of Organizational Learning in Pharmaceuticals Sector of Bangladesh

The present study is focused on the determinant factors of the organizational learning culture in pharmaceutical companies. The work explains the role of leadership, employee engagement, training, and knowledge-sharing mechanisms. The main purpose of the study is to explore four companies and determine to what extent learning culture and various elements impact it. The paper describes the survey conducted with 200 respondents working for these entities. The employees had different experience and occupied diverse positions. The analysis was completed with the help of 20 key areas. Correlation analysis, ANOVA, T-tests, factor analysis, and regression models were used to identify relationships. The results are compared in such aspects as leadership support, training opportunities, and innovation encouragement. It has been determined that both leadership and the so-called culture of continuous learning are the main factors that might affect an employee’s ability to apply the new knowledge. The correlation between leader engagement and the ability to use knowledge is average. Factor analysis shows that management performance could be attributed to five dimensions, which are related to leadership, training, feedback mechanisms, innovations, and sharing practices. Finally, regression analysis reveals that such culture of learning could be regarded as the best predictor of whether an employee will apply knowledge. Interestingly, these factors are not significantly different in such departments as leadership and non-leadership. Similar improvements are observed among different departments.

Roles of big data analytics and organizational culture in developing innovation capabilities: a hybrid PLS‐fsQCA approach

Big data analytics creates and consolidates competitive advantage by providing insights on data with enormous variety, velocity, and volume to firms. However, many companies' investments in big data analytics were unsuccessful, and they could not gain full advantage of these technologies. This study investigates the impacts of big data analytics capabilities on innovation quality and speed by considering organizational learning culture as a moderator. The study's data are obtained from a survey of 221 managers in the manufacturing industry. We integrate the Partial Least Squares (PLS) technique and fuzzy‐set Qualitative Comparative Analysis (fsQCA) to perform the analysis. The findings of PLS indicated that big data analytics capabilities positively influence both innovation quality and speed. However, innovation quality influences both market performance and financial performance, and innovation speed only affects market performance. Organizational learning culture negatively moderates the impacts of big data analytics on innovation speed and quality. fsQCA uncovered four solutions with varied combinations of factors that predict the high market and financial performance. The theoretical and practical implications are explained at the end of the paper.

Learning organization culture and knowledge sharing: the mediating role of social capital

PurposeThis study aims to examine the underlying process through which learning organization culture positively influences knowledge sharing. It specifically explored the mediating role of social capital, underscoring its critical impact on enhancing both knowledge sharing and fostering learning organization culture.Design/methodology/approachTo test the proposed hypotheses, structural equation modeling (SEM) analysis was conducted with a sample of 231 employees from a manufacturing firm in South Korea.FindingsThe results of this study indicate significant direct effects of learning organization culture on social capital. Also, social capital indicates a positive effect on knowledge sharing. Although learning organization culture had no direct effect on knowledge sharing, it indirectly affected learning organization culture and knowledge sharing by mediating social capital.Practical implicationsThis study proposes that a learning organization culture will be interconnected with social capital and knowledge sharing. Organizations that can effectively harness the wealth of knowledge unlocked by social capital, and subsequently integrate this knowledge into their activities, are poised for competitive advantage.Originality/valueFirst, this study places a special emphasis on the mediating role of social capital between learning organization culture and knowledge sharing. Despite extensive research exploring diverse knowledge-sharing factors (Wang and Noe, 2010), it is plausible that examining social capital as a mediator could offer insights for facilitating knowledge sharing through its structural, relational and cognitive dimensions. Second, while a plethora of literature examines knowledge sharing, this study also seeks to unravel the multifaceted pathways through which the learning organization culture influences knowledge sharing and how these processes could be optimized in organizations.

The Mediating Role of Organizational Cynicism between Occupational Fatigue and Organizational Learning Culture in the Private Security Firms

The Mediating Role of Organizational Cynicism between Occupational Fatigue and Organizational Learning Culture in the Private Security Firms

Learning organization and employee performance: the mediating role of job satisfaction in the Vietnamese context

Purpose This study aimed to examine the impact of learning organization (LO) on job satisfaction and individual performance in Vietnamese enterprises. The study further explores the mediating effect of job satisfaction on the relationship between learning organization and employee performance. Design/methodology/approach Data were collected from 653 employees from various types of organizations in Vietnam. Structural equation modeling was implemented to test the hypotheses. Findings The results revealed that the proposed research model was supported. Results indicated that LOs positively influenced employees’ job satisfaction and the broader range of their individual performance. In addition, employees’ job satisfaction motivated them to achieve higher performance levels. The study also found a mediating effect of job satisfaction on the relationship between LO and employee performance. The results underscore the importance of implementing an LO culture for individual outcomes such as job satisfaction and employee performance in the Vietnamese cultural context, which is based on socialism and Confucianism. Originality/value To the best of the authors’ knowledge, this is the first study to examine the relationships among LO, job satisfaction and individual employee performance in the Vietnamese context. The results offer a deeper understanding of the LO concept in the Vietnamese cultural context and highlight the cultural impact on the LO concept and its effects. The results suggest how the LO concept is applied in the Vietnamese context.

Learning Agility and Organization Learning Culture: Validating the Scale of Learning Agility and Organization Learning Culture Cross-Cultural

Learning Agility and Organization Learning Culture: Validating the Scale of Learning Agility and Organization Learning Culture Cross-Cultural

Enhancing Service Innovation Performance of Hotels: The Role of Organizational Learning Culture and Dynamic Capabilities

Organizations are beleaguered by stiff competition, a dynamic market environment, and rapid technological changes that threaten the survival of businesses rambling to gain a competitive advantage. Past studies bring forth the role of innovation in services, crucial in driving tremendous growth in terms of economic activity. But, what contributes to innovation in services remains a sparsely researched area. The present study proposes a research model to examine the impact of organizational learning culture on service innovation performance in hotels with dynamic capabilities as a mediating variable. Structural Equation Modeling (SEM) is used for assessing the relationship between variables and validates the research model. The unit of analysis comprised individual employees working in four-star and five-star rated hotels located in the tourist-bound cities of Lucknow, Agra, and Varanasi in Uttar Pradesh (India). Empirical evidences support the positive role of dynamic capabilities in the relationship between organizational learning culture and service innovation performance thereby asserting the importance of developing distinctive capabilities for enhancing service innovation performance in hotels.

DIGITAL LEADERSHIP AND CREATIVE PERFORMANCE IN TOURISM AND HOTEL ENTERPRISES: LEVERAGING STRATEGIC AGILITY AND ORGANIZATIONAL LEARNING CULTURE

The aim of this study is to explore the effect of digital leadership (DL) on creative performance (CP) by investigating the mediating roles of strategic agility (SA) and organizational learning culture (OLC) in tourism and hospitality industry. The study analyzed 320 responses from middle-level management at five-star hotels and category-A travel agencies in Egypt using the PLS-SEM technique and WarpPLS statistical software 7.0. Findings reveal that digital leadership positively affects creative performance, strategic agility, and organizational learning culture. In addition, CP is positively affected by SA and OLC. Moreover, findings confirm the mediation effects of strategic agility and organizational learning culture in the DL→CP relationship. The study provides practical insights for tourism and hospitality enterprises using Dynamic Capabilities Theory to enhance performance and agility in the digital age.

Managing the future of talents: digital innovation in learning organizations

Purpose The purpose of this study is to explore the diffusion of digital innovation for talent management in Italian learning organizations. Design/methodology/approach It has been implemented a qualitative methodology to collect data, interviewing 16 experts; a mix method analysis was applied to explore thematic categories and to analyze co-occurrences by a quantitative approach analysis using T-Lab software. Findings There are some relevant points to underline: digital technologies are meant as a support to human resource management (HRM), and there is often the reference to digital gamification or gamified processes implemented for talent management procedures. Learning is a central element both for employees’ point of view and for HR specialists who feel the need for a major and more specific training on digital technologies. Research limitations/implications The limited size and composition of the sample put restrictions on the generalizability of results. The explorative nature of the study provides an in-depth consideration of digital innovation in learning organization, representing a first starting point for future quantitative investigations. From a practical point of view, this study emphasizes a learning organization culture as an essential attitude set to attract, select and retain top talents. Practical implications From a practical point of view, this study emphasizes a learning organization culture as an essential attitude set to attract, select and retain top talents. Originality/value Giving space and voice to HR and information and communication technologies experts has provided insights regarding the digitalization process in HRM in Italy, in particular, digital learning has been told as a necessary element for the competitiveness of the workforce.

Empowering Sustainability: Cultivating Learning and Knowledge Sharing for Employee Retention

ABSTRACT This study aims to test an integrative model incorporating the impact of organizational learning culture on knowledge sharing and job satisfaction and examine their influence on innovation capabilities and employee retention. Moreover, this study investigates the effect of innovation capabilities and employee retention on organizational sustainability performance. Hypotheses are tested through partial least squares (PLS) analysis of survey data collected from 250 employees in call centers within Jordan’s banking and telecommunications sectors. The quantitative data analysis confirms the hypotheses and reveals positive correlations between organizational learning culture, knowledge sharing, and job satisfaction. Moreover, knowledge sharing positively influences job satisfaction and innovation capability. Job satisfaction, in turn, enhances innovation capability and employee retention. Notably, innovation capability and employee retention directly improve sustainability performance. The study underscores the importance of fostering an organizational learning culture, facilitating knowledge sharing, and ensuring employee satisfaction to retain employees, sustain innovative capabilities, and drive sustainability performance.

The mediating role of organizational learning culture in the nexus of human resource development practices and employee competencies

PurposeA learning-focused culture promotes creativity, innovativeness and the acquisition of novel insights and competencies. The study aims to explore the relationship between human resource development (HRD) practice and employee competencies using organizational learning culture as a mediating variable.Design/methodology/approachData were collected from 828 employees of 37 health care institutions comprising 24 (internationally-owned) and 13 (indigenously-owned). Construct reliability and validity was established through a confirmatory factor analysis. The proposed model and hypotheses were evaluated using structural equation modeling.FindingsData supported the hypothesized relationships. The results show that training and development and employee competencies were significantly related. Career development and employee competencies were significantly related. Organizational learning culture mediates the relationship between training and development and employee competencies. However, organizational learning culture did not mediate the relationship between career development and employee competencies.Research limitations/implicationsThe generalizability of the findings will be constrained due to the research’s health care focus and cross-sectional data.Practical implicationsThe study’s findings will serve as valuable pointers to policy makers and stakeholders of health care institutions in developing system-level capacities that promote continuous learning and adaptive learning cultures to ensure sustainability and competitive advantage.Originality/valueBy evidencing empirically that organizational learning culture mediates the relationship between HRD practices and employee competencies the study extends the literature.

Mediating Role of Employee Turnover Intentions in the Relationship Between Strategic HRM, Organizational Learning Culture, and Job Satisfaction in the Shanghai Technology Sector

This study investigates the critical interplay among strategic human resource management (HRM), organizational learning culture, job satisfaction, and organizational success within Shanghai's dynamic technology sector. With the city emerging as a global tech hub, this research aims to understand how effective HRM practices and a robust learning culture influence employee satisfaction and organizational performance, and how employee turnover intentions might mediate these relationships. Utilizing a combination of qualitative and quantitative methods, the study explores the implications of strategic HRM and learning cultures in fostering innovation and retaining talent in a hig hly competitive environment. The findings highlight the importance of aligning HR strategies with organizational goals to enhance job satisfaction and reduce turnover intentions, thus driving sustained organizational success in the tech industry. This research fills a gap in understanding the complex dynamics at play in Shanghai's tech sector and provides actionable insights for companies striving to thrive in this fast-paced market.

Organizational Learning Culture and Firm Performance: The Mediating Role of Learning Agility

This article delves into the critical role of learning agility in the Indian context. It specifically explores how an organizational learning culture (OLCu) fosters an employee’s ability to learn and adapt—their learning agility—which ultimately translates into improved firm performance. Employing a cross-sectional research design, the study gathers data through self-administered surveys from over 313 employees working in hardware service firms within the Indian IT sector. Path analysis is then utilized to analyse the collected data and unveil the underlying relationships. The findings unveil a fascinating interplay between OLCu, learning agility and firm performance. The study suggests that OLCu acts as a catalyst, fostering a work environment that encourages continuous learning and development. This, in turn, fosters employee learning agility. However, the research also reveals that learning agility plays a mediating role, meaning it partially explains the effect of OLCu on firm performance. In simpler terms, while a strong OLCu is crucial, it is the employee’s enhanced learning agility that truly unlocks the door to improved firm performance. This research offers valuable insights that can empower organizations in the Indian IT landscape. By nurturing a vibrant OLCu, companies can equip their employees with the tools and support they need to become more learning agile. This agility translates into a workforce that can readily adapt to new technologies, evolving customer demands, and a dynamic business environment. Consequently, firms can expect greater innovation, improved service delivery, and, ultimately, a significant boost in overall performance. This research also contributes significantly to the existing body of knowledge. It adds a fresh perspective to organizational learning theory by highlighting the crucial role of learning agility as a bridge between OLCu and firm performance, particularly in the Indian IT sector.

Managing workplace interpersonal conflicts: Harnessing employees’ emotional intelligence and organizational learning

Purpose The present study explores the need to strengthen the organizational learning culture to aid constructive conflict management through high levels of employees’ emotional intelligence. Design/methodology/approach In the current study, with relevant support from the literature, the authors review the need to develop a high degree of emotional intelligence through knowledge acquisition, sharing and utilization for constructive conflict management in the workplace. Findings Emotional intelligence significantly aids employees in integrating newly obtained information with the organization’s established processes. Individuals with a high degree of emotional intelligence possess the aptitude to deal with dysfunctional task, process, and relationship conflicts with a centralized focus on organizational learning. Originality/value The authors have proposed a learning model which indicates that individuals with a high degree of emotional intelligence possess the aptitude to deal with dysfunctional task, process and relationship conflicts. With a focus on organizational learning, the model can aid managers in developing training initiatives for knowledge acquisition, knowledge sharing and knowledge utilization among employees.