Organizational Learning Capability Research Articles

HR innovation through inter-organizational HR collaboration

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

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

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

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

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

ORGANIZATIONAL RESILIENCE AND EMPLOYEE PERFORMANCE IN CRISIS ECONOMY

The aim of the study was to critically analyze the significance of organizational resilience on employee performance, especially during crisis situation, such as the recent Covid-19 pandemic that keep all the nations and business organizations in a state of chaos It could be seen that firms all over the world are crying wolf due to the loss of manpower, low profitability, low productivity, poor service delivery and so on, as a result of the Covid-19. The cause of the low performance could be attributed to not being pro-active by the employees, or non-anticipation of perturbations, inability to learn from experience, inability to adapt and dynamic capability to work in any given environment and changes in policies and programmes as the situation demand to achieve organizational sustainability. Therefore, organizational resilience is the ability of organizations to prepare, absorb shock or develop resistance in the face of perturbations within its environment, and surmount all insurmountable to move to a better next level. The study concluded that organizational learning, adaptive capacity and dynamic capability have significant relationship with employee performance. Hence, the study recommended that management should foster conducive organizational learning, adaptive capacity and dynamic capability, as these will equip the employees to remain with the organization, and put up their best work effort for increased productivity and profitability.

Dynamic pathways to SMEs performance: Unraveling the influence of organizational learning capability, innovation, market dynamism and market responsiveness in an African emerging economy

ABSTRACT This study explores the complex relationships among organizational learning capability (OLC), innovation, market dynamism, market responsiveness, and the performance of small and medium-sized enterprises (SMEs) in African emerging economies. Our research investigates the role of innovation as a mediator in the OLC-performance relationship, the moderated mediation impact of market dynamism, and the mediated moderation effect of market responsiveness in the indirect relationship. Using data from 225 SMEs from Ghana, and Hayes’s PROCESS bootstrapping procedure the findings confirm that innovation mediates the OLC-performance. Although, market dynamism does not moderate the OLC-innovation relationship, it moderates the indirect relationship between OLC and performance through innovation, with a stronger effect at high levels of market dynamism. Additionally, market responsiveness negatively moderates the innovation–performance relationship, but it amplifies the OLC-performance relationship via innovation, with a more pronounced effect at low levels of market responsiveness. The findings indicate that the OLC-performance relationship is not only complex but depend in firm-specific and external factors.

THE EFFECTS OF WORK-LIFE BALANCE, ORGANISATIONAL LEARNING CAPABILITY, AND TRANSFORMATIONAL LEADERSHIP ON PRODUCT INNOVATION PERFORMANCE

This study significantly advances innovation management literature by analysing the impact of work-life balance (WLB), organisational learning capability (OLC), and transformational leadership (TL) on product innovation performance (PIP). By employing Partial Least Squares Structural Equation Modelling (PLS-SEM) combined with Necessary Condition Analysis (NCA), it clarifies the roles of these variables in Brazil’s manufacturing sector. Data from 332 organisations revealed that OLC and TL are vital for enhancing PIP, while WLB, though not directly influential, is crucial for innovation. This finding offers a new understanding of WLB’s role in innovation management and highlights the complexity of factors driving product innovation. Integrating NCA with PLS-SEM, this research enriches theoretical debates and provides practical insights for optimising innovation strategies. It fills a gap in the literature by analysing how these key factors interact to impact PIP, contributing to both academic research and practical innovation management.

The predictive robustness of organizational and technological enablers towards blockchain technology adoption and financial performance

PurposeBlockchain technology has brought about significant transformation among organizations worldwide. This study aimed to explore the effects of organizational and technological factors on blockchain technology adoption (BTA) and financial performance (FP) in Pakistan.Design/methodology/approachThis is a co-relational study which used the cross-sectional data. We gathered the data from the managers of Pakistan’s small and medium-sized enterprises (SMEs), which functioned their industries with blockchain technology. We applied convenience sampling to identify the respondents. Finally, we based this study’s findings on 274 valid cases.FindingsWe used structural equation modeling (SEM) in this study, to exert a positive and significant impact on organizational factors such as organizational innovativeness (OI), organizational learning capability (OLC), top management support (TMS) and organizational work climate (OWC) on BTA. In addition, the technological factors, such as complexity (CTY), technology readiness (TR), compatibility (CBTY) and technology capability (TC), have a positive and significant effect on BTA. Finally, this study’s findings show that BTA positively and significantly impacts FP.Practical implicationsThis study’s findings will help policymakers and planners to design policies to adopt other blockchain technologies to improve SMEs’ operations. Moreover, this study’s findings will inspire policymakers and planners to actively seek new ideas, knowledge and skills through acquiring new knowledge to assist with their IT-related decisions.Originality/valueThis study empirically confirms the role of organizational and technology factors toward BTA and FP among Pakistan's SME managers.

Developing organizational change capability: towards a dynamic, multi-faceted and multi-temporal model

PurposeThe purpose of this paper is to provide a dynamic, multi-faceted and multi-temporal model of organizational change capability (OCC) to better grasp the complexity of this construct which is still mainly defined through its facilitating conditions rather than its own characteristics.Design/methodology/approachBuilding on the literature on organizational learning, punctuated equilibrium, continuous transformation, organizational ambidexterity and dynamic capabilities, this paper critically analyzes the OCC construct by challenging the ways it is currently studied.FindingsThis paper highlights that OCC contains five dynamically and temporally interrelated dimensions: learning from past change experience, managing continuous change, managing episodic change, managing change without compromising core organizational activities as well as anticipating future change. A set of propositions that link the construct to its facilitators and outcomes are also suggested.Originality/valueThis conceptual analysis shows that recognizing the existence of tensions in change management constructs is crucial to gaining a deeper understanding of the complexities that organizations are facing today. In addition, by proposing a model both in continuity with the literature by adopting a dynamic conception of OCC, but also in discontinuity by shifting the focal point of analysis towards the essence of the construct rather than its peripheral variables, this research takes a step forward to tackle the remaining misconceptions around the interpretation of change capability.

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

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

Strategic Organizational Learning Capability and Sustainable Competitive Advantage of Seed Companies in Kenya

The strategic capabilities and the sustainable competitive advantage have remained a central locus of academic discourse, though their comprehensive examination within the developing world, particularly in Kenya, in the area of seed industry has been noticeably limited. The objective of this study was to look into the influence of strategic organizational learning capability on the sustainable competitive advantage of seed companies in Kenya. The theories that supported the study were: organizational learning theory and dynamic capability theory. The research adopted a positivist approach because the role of the researcher was limited to data collection and interpretation in a manner which was observable and verifiable. The research used cross-sectional and descriptive designs where qualitative data was collected through reviewing of company manuals. A questionnaire was used to collect quantitative data from 76 private seed firms in Kenya, using stratified sampling technique, with 280 respondents from top management, finance, operations, and information communication technology departments. Data acquired through the administration of questionnaires was analyzed utilizing multiple regression analysis, and a rigorous assessment of hypotheses. The investigation yielded an array of insightful findings, notably, strategic organizational learning capability emerged as a pivotal determinant, displaying a robust and statistically significant positive relationship. The study concluded that strategic organizational learning capability indeed had a significant influence on the sustainable competitive advantage of seed companies in Kenya. The study stresses the importance of investing in and strengthening strategic organizational learning capability. Seed companies should therefore foster a culture of continuous learning, measure and assess learning outcomes, and promote sustainable competitive advantage.

The influence of organisational learning capability on the organisational use of SMA practices: The mediating role of employee creativity and empowerment

AbstractThis study extends the strategic management accounting (SMA) and organisational learning literature by examining the role of organisational learning capability in facilitating the organisational use of SMA practices. Further, we consider the role of two employee behavioural factors – employee empowerment of SMA practices and employee creativity – in mediating this relationship. Data was collected from 332 accountants in Australian business organisations using an online survey questionnaire, with structural equation modelling applied to analyse the data. The findings highlight the direct and indirect (through employee empowerment of SMA practices and employee creativity) influence that organisational learning capability has on the organisational use of SMA practices.

Relationship Between Transformational Leadership and Organizational Learning Capability: Mediating Role of Knowledge Management and Organizational Culture

The study attempts to examine the effect of transformational leadership (TL) on organizational learning capability (OLC) and also tries to investigate the mediating roles of knowledge management (KM) and organizational culture. A survey was conducted to collect data from a sample of employees employed in software houses in the capital of Pakistan (Islamabad) using a predetermined questionnaire. Simple linear regression was used for direct relationships and Process Macro model-4 was used to test indirect relationships. The study findings make it obvious that TL significantly affects OLC in the software industry. In addition, KM and organizational culture significantly mediate the relationship between TL and OLC. This study broadens the theory of ability-motivation-opportunity (AMO) by mentioning KM and organizational culture as key factors in enhancing an organization's learning capability.The study presented helpful insights for the organization's top management to ensure knowledge management activities and to maintain a harmonious environment for enhancing learning capabilities.

Digital Transformation and Risk Management for SMEs: A Systematic Review on Available Evidence

Small and medium enterprises (SMEs) are acknowledged as key drivers to economic growth and social development worldwide. Digitalization brings opportunities as well as challenges to SMEs. Therefore, it is of great significant for SMEs to identify, assess and manage potential risks in digitalization. This study aimed to provide a systematic literature review (SLR) of available research evidence on risk management in SMEs under the digital transformation. Through SLR, a search on Web of Science (WOS) as well as Scopus resulted in the acceptance of 67 peer-reviewed papers published from 2017 to 2023. The results showed that SMEs are mainly concerned with covid-19 crises and supply chain risks, technological and security risks and organizational risks. By adopting various methods to testify risks, management strategies such as strengthening organizational learning, technological and resilient capabilities, implementing cybersecurity governance and IR compliance, adopting safety management tools, participating public support and initiating educational training courses are suggested for SMEs to achieve a successful digital transformation. This research may help researchers as well as practitioners deepen their knowledge in SMEs risk management under digitalization.

Impact of Knowledge Management Strategies on Organizational Ambidexterity Mediated by Organizational Learning Capability

Background: This study intends to investigate the relationship between organizational ambidexterity and knowledge management practices, with a focus on travel and tourism industries specifically. The research is conducted using a descriptive-correlation approach and involves 72 businesses located in Qom, Mashhad, and Tehran. A total of 369 managers and personnel from these organizations participated in the study, providing valuable insights into the dynamics of knowledge management and its impact on organizational learning and ambidexterity within the tourism sector. Methods: In this study, descriptive-correlation research methodology was used. Data were collected through a questionnaire distributed to 369 managers and personnel from 72 tourism organizations. The questionnaire focused on assessing the participants' perspectives on knowledge management strategies, organizational learning capability, and organizational ambidexterity. This quantitative approach allowed for the examination of relationships and mediation effects within the specified variables. Findings: The results of the study show substantial correlation between organizational ambidexterity, learning ability, and knowledge management techniques. It was found to be fascinating that the relationship between organizational ambidexterity and knowledge management strategies in the tourism setting was partially mediated by organizational learning capacity. Conclusion: In conclusion, tourism companies should place a high priority on implementing both explicit and tacit knowledge management strategies in order to attain structural ambidexterity. Effective HRM procedures as well as the advancement of knowledge management and information technology infrastructures must serve as the cornerstones of these strategies. Encouraging learning, unlearning, relearning, experimentation, and knowledge sharing are pivotal for enhancing organizational learning capability and, consequently, achieving organizational ambidexterity. This study underscores the need for a holistic approach that integrates human and technological elements to foster a dynamic and adaptable organizational structure in the tourism sector.

Importance of human factors to innovation and organizational performance

ABSTRACT Human factors, including work-life balance and organisational learning capability, are postulated to influence innovation and overall organisational success. Despite their theoretical importance, empirical examinations, particularly within the transformation sector of Brazil, are limited. This study investigates the relationships between work-life balance, organisational learning capability, innovation performance, and organisational performance. Data from 354 companies were collected through a structured questionnaire and analyzed using structural equation modelling. The findings indicate positive correlations between work-life balance, organisational learning capability, innovation performance, and organisational performance. Further, organisational learning capability was identified as a significant determinant of both innovation performance and organisational performance. These results underscore the necessity for organisations to implement practices that enhance work-life balance and promote a learning environment to optimise innovation and organisational outcomes.

The mediating role of organisational learning capabilities between workplace happiness and organisational citizenship behaviour

PurposeThis paper aims to examine whether happiness at workplace (HAW) impacts organisational citizenship behaviour (OCB) and whether this impact can be further improved by promoting learning capabilities in organisations, thus investigating the mediating role of organisational learning capabilities (OLC).Design/methodology/approachThis study was conducted on knowledge-intensive workers (employees of EdTech companies) in India. Responses were collected via questionnaire in online mode, and after discarding the incomplete responses, 500 replies were considered for data analysis with PLS-SEM technique.FindingsThe outcomes reveal that the HAW has a significant influence on OCB. The outcomes also reveal that this impact is further enhanced with the presence of OLC, thus confirming that OLC operates as a mediator in the link connecting HAW and OCB.Originality/valueThis study makes a distinctive contribution by bringing out the significance of workplace learning in the connection between the workplace happiness and citizenship behaviour of employees that will provide impetus to the practitioners to formulate strategies in such a manner that the employees voluntarily perform the actions beyond their designated roles.

Blazing the trail: The role of digital and green servitization on technological innovation

This paper explores the effect of digital and green servitization on firms' technological innovation performances. Drawing on the Organisational Learning Capabilities (OLC) and Dynamic Capabilities theories, we conjecture that digital and green servitization represent a crucial learning mechanism for firms that translates into an ampler set of dynamic capabilities, including the ability to produce technological innovation. To test these hypotheses, we employ a Propensity Score Matching (PSM) approach and compare the innovation intensity between firms that engage in Digital, Green or both (digital and green) servitization and those that do not provide these services. Our evidence uncovers a positive relationship between digital servitization and firms' innovative performances. On the contrary, our results reveal that firms that offer green services are less likely to be highly innovative compared to those that do not provide this type of service and suggest the existence of positive complementarities between Digital and Green services in shaping firms' innovative performances. Additionally, we find that public innovation investments foster the effect of digital and green servitization on firms' ability to be highly innovative These results have significant implications for managers' and policymakers' ability to boost firms’ innovativeness during the transition toward a circular economy.

The Influence of Organizational Learning and it Capability on Employee Performance Using Knowledge Sharing as a Variable Intervening in the Pasuruan District DPRD Secretariat

The purpose of this study is to investigate the effect of organizational learning, IT capability, and knowledge sharing on employee performance. The population of this study is all employees on the Secretariat of DPRD in the Pasuruan District. The number of population is 121 employees and the sampling method is saturated sampling. Therefore the sample is 121 employees. To determine the effect of organizational learning and information technology capabilities on employee performance by sharing knowledge as a mediating variable, path analysis is used. This study found that organizational learning has a positive and significant impact on knowledge sharing, whereas IT capability does not have a significant effect on knowledge sharing. Organizational learning and IT capability have a significant and positive impact on employee performance. This study also found that knowledge sharing has a significant and positive impact on employee performance.

How reverse logistics and sustainable supply chain initiatives influence sustainability performance: the moderating role of organisational learning capability

PurposeThis research attempts to explore how reverse logistics (RL) and sustainable supply chain initiatives (SSCI) affect sustainability performance (SP) in the manufacturing industry under the moderating effects of organisational learning capability (OLC). At the same time, this study is expected to allow manufacturers to advance towards a high level of model generation in the green economy.Design/methodology/approachThe data for this study was obtained from 451 manufacturing companies in the Hebei Province, China. This study develops a model and tests all hypothesised relationships using partial least square–structural equation modelling (PLS-SEM) with two-step analytical procedures.FindingsThe results indicate that SSCI and RL have a positive relationship with SP, and SSCI is positively related to RL. Moreover, the OLC moderates the relationship between RL and SP as well as the relationship between SSCI and SP.Research limitations/implicationsThe findings of the study yield valuable managerial insights on how the effective implementation of green practices, coupled with the utilisation of learning capabilities, can contribute to improving the sustainability of manufacturing firms. The study has certain limitations that suggest potential avenues for future research, the most significant of which is our reliance on data from a single country, which may impede the generalisability of the findings.Originality/valueThis study contributes to the existing literature on SP by considering RL and SSCI and offers a unique theoretical argument that describes the relationships by considering the moderating effect of OLC, which has not been empirically explored.

Exploring the impact of partner match on business model innovation: the mediating role of interfirm dynamic capabilities-based on ecosystem orchestration perspective

PurposeWithin the context of an open innovation business environment, the frequent interaction and coordination activities among heterogeneous partners have a significant impact on enterprises' business model. Nevertheless, fewer empirical research has been made to explore how to match external partners and update organizational dynamic capabilities at an ecosystem level. Therefore, this paper attempts not only to investigate the direct impact of partner match on different business model innovation (BMI) themes (efficiency-centered BMI and novelty-centered BMI) but only to shed light on the pivotal mediating role of interfirm dynamic capabilities.Design/methodology/approachThis paper utilized the methodology of Partial Least Squares Structural Equation Modeling (PLS-SEM) to investigate the impact of diverse partner selection criteria and interfirm dynamic capabilities on two distinctive themes of BMI. More than 20 industry clusters with multiple industries were selected as representatives of the creative ecosystem, predominantly from the Yangtze River Delta region. Valid data were collected from 254 managers by both online questionnaires and offline interviews.FindingsThe findings of the study show that different partner match criteria have distinct direct impacts on BMI themes. Partner complementary and partner synergy, deriving from the “task-related criteria”, are significantly correlated with both EBMI and NBMI. Conversely, partner compatibility, deriving from “Partnering-related Criteria”, shows a positive correlation with EBMI but not NBMI. Furthermore, compare the indirect effect on EBMI, the paper’ results demonstrate interfirm dynamic capabilities as mediator can more maximize external benefits to promote NBMI.Practical implicationsThe study findings effectively help enterprises implement different BMI themes. From a management perspective, whether pursuing EBMI or NBMI, enterprises should consciously seek partners who can provide complementary support or share mutual goals across diverse industries. This strategic approach can significantly enhance the opportunities for sustainable and innovative business development. Furthermore, to successfully accomplish NBMI, enterprises must cultivate interfirm dynamic capabilities encompassing a comprehensive range of cross-organizational innovation capacities, such as bolstering organizational learning capability, establishing interactive network platforms to enhance coordination capabilities and engaging in integrative activities to foster a collective mindset.Originality/valueThis paper contributes to the match theory by introducing three critical matching criteria, enabling enterprises to discern partners based on diverse organizational characteristics. Additionally, this paper broadens the scope of the dynamic capability literature by adopting a network perspective to strengthen interaction and relationship mechanisms. The authors primarily elucidate the concept of interfirm dynamic capabilities as a formative higher-order model formed by three sub-capabilities (absorptive capacity, coordination capability and collective mind). Finally, this paper combines matching theory with dynamic capacity theory to the field of BMI, which adds depth and complexity to the existing ecosystem innovation research.