Organizational Learning Culture Research Articles

Linking organisational learning, performance, and sustainable performance in universities: an empirical study in Europe

Universities are facing changes that could be adapted by learning. Organisational learning helps universities in attaining better organisational and sustainable performance. The study aims to combine and explore how organisational learning culture enables organisational learning to contribute to better organisational performance and better sustainable performance, following the natural resource-based view and organisational learning theory. The study examines the relationship between organisational learning culture, organisational learning, organisational performance, and sustainable performance in the university context from university teachers. The author collected 221 surveys from public university teachers in Europe to test the model. The results indicate a positive relationship between organisational learning culture and organisational learning. In addition to that, the positive relationship between organisational learning and organisational performance is indicated. Moreover, the results indicate a positive relationship between organisational learning and sustainable performance. The results also show that the organisational learning process mediates organisational learning culture and university performance. The study addresses a gap in the scarce studies in the university context for organisational learning and sustainable performance. Finally, this study reproduces an organisational model that has been adapted for universities.

The impact of big data analytics on innovation capability and sustainability performance of hotels: evidence from an emerging economy

PurposeThis study aimed to examine the role of big data analytics capabilities (BDAC) in fostering organizational innovation capabilities and, consequently, in achieving economic, social and environmental sustainability.Design/methodology/approachThrough the lens of dynamic capability theory, this study surveyed 115 hotels using purposive sampling to gain in-depth insights regarding the factors affecting organizational sustainability in the hospitality industry. The data analysis was conducted using partial least squares-structural equation modeling (PLS-SEM).FindingsThe findings reported a substantial impact of seven core dimensions (i.e. technology, data, basic resources, technological skills, managerial skills, organizational learning and data-driven culture) in building BDAC among hotels. Moreover, BDAC was also revealed to significantly influence innovation capabilities, positively impacting all three sorts of sustainability performance. Innovation capability also mediated the relationship between BDAC and all sustainability factors.Practical implicationsThe findings will assist policymakers and practitioners in developing effective initiatives to enhance the adoption and implementation of data science and technologies, substantially contributing to the “National IR 4.0 Policy” and “Malaysia Digital Economy Blueprint” and achieving sustainable development goals (SDGs).Originality/valueThe originality of this study is established by investigating the interplay between BDAC, innovation capability and sustainability performance, particularly in the context of the hotel industry, whereas the existing studies focus on exploring the advantages of BDA.

Transformational leadership and organizational learning culture in the health sector: The mediating and moderating role of intrinsic work motivation.

Transformational leadership and organizational learning culture have become exciting topics to be explored over the last few decades. However, several previous studies have shown certain inconclusive findings regarding the link between transformational leadership and organizational learning culture. This study fills this gap by developing a clear model and aims to examine the extent of the impact of (1) transformational leadership on organizational learning culture and intrinsic work motivation, (2) intrinsic work motivation on organizational learning culture, (3) intrinsic work motivation in mediating and moderating the relationship between transformational leadership and organizational learning culture. The data of this study are collected from employees working at the community health center in Indonesia. A partial least squares (PLS) based structural equation modeling (SEM) technique is used to analyze the data by utilizing the SmartPLS 3.0 software package. First, the results concluded that transformational leadership has a significant impact on organizational learning culture and intrinsic work motivation. Second, intrinsic work motivation has a significant impact on organizational learning culture. Third, intrinsic work motivation fully mediates the relationship between transformational leadership and organizational learning culture. Also, intrinsic work motivation moderates these variables' relationships. The theoretical model of previous research on the relationship between transformational leadership and organizational learning culture with intrinsic work motivation as a mediator and moderator variable has yet to be fully developed both in public and private organizations, particularly in the health sector.

The Role of Organizational Learning Culture and Workplace Empowerment in Improving Workplace Spirituality through Knowledge Sharing Behavior as a Mediation Variable

This research aims to find the role of Organizational Learning Culture and Workplace Empowerment on Workplace Spirituality through Knowledge Sharing Behavior as a mediating variable in PT. Sidomuncul herbal medicine industry, Semarang Regency. This research is quantitative research using the Partial Least Square SEM PLS application tool, carried out to test hypotheses with the aim of strengthening the hypothesis or rejecting theories or hypotheses from existing research results. the population was permanent employees at PT. Sidomuncul herbal medicine industry, Semarang Regency. The Human Capital Technology Division and Market Capability Division were deemed suitable for the Knowledge Sharing Behavior variable, totaling 255 people consisting of 200 male employees and 55 female employees. The sampling technique used in this research is census with the aim of the total population being used to determine the sample size, the research used a census technique of 255 respondents. The results of this research prove that Knowledge Sharing Behavior has a positive and significant effect on Workplace Empowerment, Knowledge Sharing Behavior has a positive and significant effect on Workplace Spirituality, that Organizational Learning Culture has a positive and significant effect on Knowledge Sharing Behavior, that Organizational Learning Culture has a positive and significant effect on Workplace Spirituality, Knowledge Sharing Behavior can greatly mediate the influence of Organizational Learning Culture on Workplace Empowerment.

KEY FACTORS OF PROMOTING INNOVATIVE PERFORMANCE IN AGRIBUSINESS SMEs: PROJECT AN EMPIRICAL METHOD

The main goal of the research is to determine the effects of the selected factors (organization culture, organization learning, market orientation and innovation culture) on the innovation performance of small and medium-sized enterprises in agribusiness. The Structural Equation Modeling method was used to test the research hypotheses. The results showed that the selected factors are significant determinants of innovative performance. In addition, the relationship between organizational culture and innovation performance, as well as organizational learning and innovation performance, was found to be fully mediated, and the relationship between market orientation and innovation performance was found to be partially mediated by innovation culture. Small and medium-sized businesses should be empowered in the globalized and fiercely competitive market of today by fostering product innovation, investing in the development of human resources and technology, and broadening their market reach. These initiatives are essential to enhancing their marketing plans and successfully taking on competitors.

Does Transformational Leadership Matter for Employee Performance?

The positive role of the employee cannot be underestimated in the organization's success because employees are the main asset of any organization; these unique assets must be fascinated through an organizational learning culture (OLC). They must also adapt to the changes in the organization to accept the challenges of the current era. Subsequently, this study expects to evaluate the impact of transformational leadership (TL) on faculty performance in Higher Education Institutions (HEIs). In addition, it examines the mediating role of organizational learning culture (OLC) between transformational leadership and employee performance (EP). Data is collected from HEIs in Pakistan. The questionnaire was adopted from past studies and distributed to 400 faculty members of business schools in Pakistan. The result of the study indicates that transformational leadership significantly impacts employee performance (EP) in the presence of a learning culture (mediating variable). The study's findings can be used in other organizations in Pakistan rather than only in academic institutions.

Retraction notice: Organizational learning culture and psychological empowerment as antecedents of employees

Retraction notice: Organizational learning culture and psychological empowerment as antecedents of employees

IT–business alignment and business model design: a moderated mediation model of organizational learning and data-driven culture

PurposeDrawing on the knowledge-based view, this study investigates how IT–business alignment influences business model design via organizational learning and examines the moderating role of data-driven culture in the relationship between IT–business alignment and business model design via organizational learning.Design/methodology/approachUsing multi-respondent survey data collected from 597 Chinese firms, mediation and moderated mediation analyses were used to examine this study's hypotheses.FindingsThe mediation test results revealed organizational learning served as a mediator between IT–business alignment and two types of business model design (i.e. novelty- and efficiency-centered). In addition, data-driven culture strengthened the indirect effects of IT–business alignment on these two types of business model design via organizational learning.Originality/valueThis study extends current understandings of the relationship between IT–business alignment and business model design by revealing the mediating role of organizational learning and investigating its indirect effects under various degrees of data-driven culture. As such, it contributes to the literature on the business model and IT–business alignment and provides insights for managers seeking to achieve the expected business model design.

Organizational learning, quality and safety culture in patient care: comparing Colombia and the Kingdom of Saudi Arabia

PurposeThe purpose of this study is to determine the interactions between factors such as organizational learning, feedback about errors, punitive response to errors and communication quality in hospitals in the Kingdom of Saudi Arabia and Colombia when adopting a culture of quality and safety (CQS) in patient care.Design/methodology/approachBased on a literature review, a self-administered questionnaire was developed and used to collect data from 417 Saudi respondents affiliated with hospitals and 483 Colombian respondents at the beginning of the pandemic. Structural equation modeling is used in this study to test the hypothesized relationships.FindingsThe results show a solid and significant predictive relationship between feedback about errors and the CQS in both countries (Colombia: b = 0.55, p < 0.001; KSA: b = 0.44, p < 0.001), but a very low and insignificant predictive relationship between no punitive response to errors and CQS (Colombia: b = –0.02, p > 0.05; KSA: b = 0.05, p > 0.05).Practical implicationsThis study demonstrates the importance of organizational learning in fostering a CQS in the health-care sector in the Kingdom of Saudi Arabia and Colombia. Recent unprecedented policy actions motivated by the COVID-19 pandemic, such as social distancing, lockdowns and safety practices enforcement, have further highlighted this concern. Moreover, attention to the dimensions addressed in this study is required for accreditation purposes in organizations seeking to promote a CQS. Overall, this research highlights the vital role of safety and quality practices among health-care organizations, which has significant policy implications, especially in the current period of high uncertainty.Originality/valueThis paper contributes to the theory and practice in the health-care sector by extending the current knowledge of the impact of the quality of communications, non-punitive response to errors and feedback about errors in organizational learning and safety culture, and by presenting a novel, quantitative methodology seldom used for these topics.

POS (Perceived Organizational Support), Organizational Learning Culture (OLC) Terhadap OCB (Organizational Citizenship Behaviour) Melalui Job Satisfaction

This study aims to determine the effect of POS (perceived Organizational Support), OLC (Organizational Learning Culture) on OCB (Organizational Citizenship Behaviour) through Job Satisfaction on 106 employees at PT Telkom Indonesia Tbk Telkom Medan Region, Indonesia. The data analysis method uses the Partial Least Square (PLS) method. The results showed that Pos (Perceived Organizational Support) and Job Satisfaction had a significant positive effect, Olc (Organizational Learning Culture) and Job Satisfaction had a significant positive effect, Pos (Perceived Organizational Support) and OCB (Organizational Citizenship Behaviour) had no significant effect, Olc (Organizational Learning Culture) and OCB (Organizational Citizenship Behaviour) had a significant positive effect, Job Satisfaction and OCB Organizational Citizenship Behaviour have a positive and significant effect, POS (Perceived Organizational Support) on OCB (Organizational Citizenship Behaviour) through Job satisfaction is negatively insignificant, Olc (Organizational Learning Culture) on OCB (Organizational Citizenship Behaviour) through Job satisfaction is negatively insignificant. &#x0D; Keywords: POS (perceived organizational support), OLC (organizational learning culture), OCB (organizational citizenship behavior), job satisfaction.

Fighting the Same Battles on a New Battleground: Embedding Technologies in a Virtual Care Environment.

The pandemic necessitated the rapid design, development and implementation of technologies to allow remote monitoring of COVID-19 patients at home. This study aimed to explore the environmental barriers and facilitators to the successful development and implementation of virtual care technologies in this fast-paced context. We interviewed eight staff at a virtual hospital in Australia. We found key facilitators to be a learning organizational culture and strong leadership support. Barriers included interoperability issues, legislative constraints and unrealistic clinician expectations. Also, we found that a combination of hot-desking and the lack of single sign on in the virtual care environment, was reported to create additional work for staff. Overall, despite this unique context, our findings are consistent with prior work examining design and implementation of healthcare technologies. The fast pace and high-pressure environment appeared to magnify previously reported barriers, but also cultivate and foster a learning culture.

Physicians’ adoption of massive open online courses content in the workplace: An investigation on the training transfer process through the Theory of Planned Behavior

While Massive Open Online Courses (MOOCs) are recognized as helpful learning tools for professional development in healthcare organizations, they often result in a low transfer of knowledge and skills into participants' workplaces. Regarding this issue, little research has explored the factors shaping physicians’ intention to transfer learning acquired through these courses to their job. In light of the above, the present study adopted an extended version of the Theory of Planned Behavior (TPB) to address the low transfer rate in such a professional population by investigating the potential antecedents of transfer intention among 217 Italian physicians. They completed an online questionnaire measuring TPB traditional constructs (i.e., intention to transfer MOOCs content to the workplace, attitude, subjective norms, and perceived behavioral control), variables related to the MOOCs format, professionalism, and organizational learning culture. Findings showed that transfer intention was positively affected by attitude and perceived behavioral control; conversely, no significant association between subjective norms and intention emerged. Furthermore, the proximal antecedents of intention were affected by organizational learning culture. Lastly, attitude toward transfer was positively associated with MOOCs perceived usefulness, which mediated the path between MOOCs reputation and attitude. Study limitations and implications for future research and training programs development in the contest of professional continuing education are discussed.

The role of organizational learning and innovative organizational culture for ambidextrous innovation

PurposeIn the era of hyper-competitiveness, firms, especially project-based management structures, have to focus on ideas for both new and existing sets of products and services, i.e. ambidextrous innovation. The ambidextrous innovation can be helpful, but achieving such a level is a problem to be solved. This study aims to yield ambidextrous innovation by using innovative culture and knowledge that has been gained from learning.Design/methodology/approachThe present research collected data from Saudi Arabian public-sector firms. The data collected is analyzed using the partial least squares structural equation modeling (PLS-SEM).FindingsThe findings of the study suggest that a range of factors can be operationalized in project-based firms to establish organizational learning and innovation culture. These factors include agile-based project management, leveraging existing innovative capabilities and growth mindset in case of innovative organizational culture and additional factors of agile-based knowledge management along with others in case of organizational learning. The PLS-SEM further concluded that both organizational learning and innovative organizational culture, in turn, help project-based Saudi Arabian public-sector firms to develop their ambidextrous innovation capability.Originality/valueThe PLS-SEM further concluded that both the organizational learning and innovative organizational culture, in turn, help project-based Saudi Arabian public-sector firms to develop their ambidextrous innovation capability.

Retraction notice: Organizational learning culture and customer satisfaction: the mediating role of normative commitment

Retraction notice: Organizational learning culture and customer satisfaction: the mediating role of normative commitment

The role of organisational career management in enhancing employees' self-competence and the influence of organisational learning culture as moderator with specific reference to the IT industry

The role of organisational career management in enhancing employees' self-competence and the influence of organisational learning culture as moderator with specific reference to the IT industry

The Moderation-Mediation Effect of Learning Organization Culture, Environmental Knowledge Management on the Relationship between Green Intellectual Capital and Organizational Sustainability: A Case of Power Sector in Pakistan

The Moderation-Mediation Effect of Learning Organization Culture, Environmental Knowledge Management on the Relationship between Green Intellectual Capital and Organizational Sustainability: A Case of Power Sector in Pakistan

Knowledge Sharing Behavior, Team Climate, and Organizational Learning Culture as Predictors of Innovative Work Behavior

Innovative work behavior has become an important research topic in human resource management. In the current fast-paced environment, organizations have also been forced to rely more on people to innovate to stay ahead of the competition. Addressing both the theoretical and practical purposes, this study investigated the roles of knowledge sharing behavior, team climate, and organizational learning culture in predicting innovative work behavior. A self-report questionnaire was used to collect data from employees in a telecommunication company in Indonesia with a total of 155 responses. Regression analysis revealed that knowledge sharing behavior, team climate, and organizational learning culture predicted employees’ innovative work behavior, which was consistent with previous findings. These results contribute to the existing literature by providing evidence that individual, group, and organizational factors should always be considered when predicting innovative work behavior.

Organisational digital capability: a cross-country review of guidance

PurposeDigital transformation continues to rapidly progress in higher education globally, spanning all aspects of higher education operations, values and culture. Despite expanding literature, guidance remains focussed on emergency application during pandemic lockdowns and/or on single organisational case studies. Digital transformation frameworks that move beyond these foci are heavily criticised for being commercially contextualised (outside of higher education) and are often too narrowly conceptualised. The purpose of this paper is to review the most common framework currently used in the UK, which takes a strategic and organisational perspective on digital transformation.Design/methodology/approachThis is a technical review article that summarises key guidance for organisational digital capability and then reflects on its application in the UK (a developed economy and higher education system) and in Vietnam (one of the fastest-growing economies with a developing higher education committed to digital transformation) as an initial attempt to explore its applicability beyond the UK context. Vietnam has been chosen as a reference context, given its significant current digital transformation policy reform at the national level and as a collaboration partner with the UK in its digital transformation.FindingsThe guidance highlights six core areas to consider for digital capability: information and communication technology (ICT) infrastructure, content and information, research and innovation, communication, learning, teaching and assessment and organisational digital culture. Although the framework is normative, findings suggest it is sufficiently open-ended to enable its users to determine practical steps to drive digital transformation. However, complementary tools are suggested to deal with the rapidly developing digital transformation policy context of Vietnam.Originality/valueThis is the first time a review has been conducted from the perspective of different countries, with a view to supporting leaders, managers and policymakers in the UK, Vietnam and other Association of South Eastern Nations (ASEAN) networks in their own digital transformation transitions.

Empowerment effect on competence and organizational commitments: Organizational learning culture as moderating

Every organization in Industry 4.0 must adapt to technological advancements. In Industry 4.0, workforce features must transform weaknesses into opportunities for organizational synergies. Workers in Industry 4.0 are mostly from the millennial age. When paired with prior generations who have worked in the organization, there will be multi-generational management. Companies face significant challenges in selecting inventive millennial personnel and managing, empowering, and measuring performance to achieve maximum productivity. The purpose of this study is to explain the direct influence of employee empowerment on employee competency and organizational commitment, with a corporate learning culture serving as a moderator. Data from PT. BRI Martadinata Malang Branch Office employees were collected and analyzed using a structural equation model using partial least squares and WarpPLS 6.0 software. According to the findings of this study, employee empowerment has a considerable impact on employee competency and organizational commitment. An organizational learning culture modifies the impact of employee empowerment on organizational commitment.

Antecedents and outcomes of open innovation over the past 20 years: A framework and meta‐analysis

AbstractThe open innovation paradigm emphasizes that firms can improve their innovation performance by collaborating with other firms. However, there is no consensus in the open innovation literature regarding what drives firms' implementation of inbound and outbound open innovation and how the two types of open innovation influence innovation and firm performance. The present meta‐analysis synthesizes previous research to advance our understanding of open innovation by reexamining its antecedents and its moderating effects on innovation and firm performance. Using data from 157 articles, our results show that appropriation strategy, formal organizational structure, learning culture and top manager competence drive inbound open innovation, while innovation strategy, appropriation strategy, learning culture, and top manager competence drive outbound open innovation. In addition, we find that absorptive capacity positively moderates the positive impact of inbound and outbound open innovation on innovation performance. However, industry type (i.e., high‐ and low‐tech) is not found to moderate the effect of open innovation on innovation or firm performance, suggesting that both high‐ and low‐tech firms can equally reap benefits from open innovation. Furthermore, this study also partially supports the moderating effects of firm size and cultural value (individualism vs. collectivism) on the open innovation—performance relationship. These findings collectively suggest that the effects of inbound and outbound open innovation on performance are subject to contextual factors. Although this meta‐analysis does not allow us to generate new theories in the open innovation literature, it offers valuable insights to both academics and practitioners regarding factors affecting the implementation of open innovation and its performance implications.