Organizational Learning Capacity Research Articles

The mediating role of societal context in translating policy learning into policy change: the case of Iranian police

ABSTRACT Policy learning is a common driver of reform in public organisations and relies in part on institutional legitimacy. For law enforcement, institutional legitimacy is particularly salient given the police’s monopoly on the legal use of force. This study uses the concept of policy learning to analyse power and reform in policing amidst civil unrest. Examining public protests in Iran, the study finds that flaws in management structures and protocols compromise the legitimacy of the police and weaken its organisational learning capacity. The analytical lens – learning loops – illustrates how and why organisational learning processes are disrupted. Findings show that first-loop or superficial learning dominates reform processes within the Iranian police, weakening understandings of societal context and compromising organisational effectiveness. The study contributes an empirical case of an understudied country context to literature about policy learning, institutional legitimacy, and public organisational reform.

Climate-sensitive training for sustainable business in Dickson County with global applications

Purpose This paper aims to examine the implementation and impact of climate-sensitive training programs tailored to the specific climate risks and business needs of Dickson County, Tennessee. It aims to emphasize the importance of integrating climate adaptation strategies into business training and to propose a replicable model that can be adapted to regions facing similar challenges, contributing to global sustainability efforts. Design/methodology/approach The research uses Dickson County’s climate profile as a case study, analyzing its impact on local businesses in sectors such as agriculture, manufacturing and tourism. This paper integrates theoretical frameworks, including organizational learning and adaptive capacity, to provide practical strategies for climate-sensitive training. It further incorporates insights from local institutions, industry partnerships and public data, using a qualitative approach to analyze key themes related to training effectiveness and sustainability. Findings The findings demonstrate that climate-sensitive training significantly enhances the resilience and sustainability of businesses by preparing them to address local climate challenges. Critical factors for successful implementation include stakeholder engagement, industry-specific customization and the continuous evaluation of training outcomes. The model presented shows promise for broader applicability in other regions, especially when localized climate data and collaborative efforts are integrated. Originality/value This paper provides a novel, region-specific approach to climate-sensitive training, distinguishing itself by combining theoretical insights with practical strategies for businesses. By focusing on localized adaptation and stakeholder collaboration, the model addresses an existing gap in the literature on climate adaptation training for smaller, climate-vulnerable regions. This work offers a replicable and scalable framework that contributes to the global discourse on sustainable development and climate resilience in business practices.

Organizational learning capacity and international development project success in West Africa: A case study

Very few studies have focused on organizational learning within a team as a key success factor for international development projects. In particular, the relationship between organizational learning capacity, organizational efficacy, and project success has received little attention. This is the objective of this case study. It explores this relationship based on 23 semi-structured interviews with project coordinators, team members, and beneficiaries of two projects financed by the West African Development Bank (WADB) in Benin and Senegal. The results show that the social process of developing organizational learning capacity within a project team is a crucial issue for organizational efficacy and project success. Points for practitioners Within a team, establishing a framework for developing organizational learning capacity, characterized by autonomy, experimentation, and interaction with stakeholders, is a key project success factor. Flexible and adaptive approaches may foster organizational learning and help explore, through action, new project capacities. Such approaches may help increase the odds of project success in terms of international development and, thus, create value for stakeholders including beneficiaries.

Retracted: Mediating Effect of Organizational Learning Capacity on the Relationship between Relational Embeddedness and Innovation Performance in Freight Logistics Service

Retracted: Mediating Effect of Organizational Learning Capacity on the Relationship between Relational Embeddedness and Innovation Performance in Freight Logistics Service

The influence of leadership styles on learning capacity and budget use: a study in agro-industrial cooperatives

Purpose: To investigate the influences of leadership styles on learning capacity and on the types of business budget use in agro-industrial cooperatives.
 Methodology: It is a descriptive investigation, characterized as quantitative, and as a survey, with the application of the statistical technique of structural equations modeling with partial least squares estimation using SmartPLS software.
 Results: It was possible to verify that (i) transactional leadership had a positive influence on the diagnostic use of the budget; (ii) organizational learning capacity as a mediator of transformational leadership in the interactive use of the budget presented the expected result; (iii) transformational leadership showed a positive meaning in organizational learning; (iv) organizational learning capacity had a positive meaning in the interactive use of the budget.
 Contributions of the Study: This research contributed to show that the manager's role goes beyond elaborating, applying and accompanying the organization. It is necessary to channel efforts or demand time for the management process, since the collaborators perceive their importance and contribute effectively when engaged with the organization in which they work; it was possible to verify that the style of the leader has a significant influence on the use of the referred tool and that this can be a great ally if well developed.

Organizational Learning and Primary Care Nurses’ Work Performance and Well‐Being: A Multilevel Linear Analysis in a Developing Country

Aim. This study aims to investigate the level of organizational learning within urban Chinese Community Health Centres and reveal its potential association with primary care nurses’ work performance and well‐being. Background. Globally, there is a push to establish learning healthcare systems for complex health reform challenges. Existing studies on organizational learning mainly focus on North American and European hospital settings, offering limited insights into primary care environments, particularly in developing countries. Design. Cross‐sectional study. Methods. We recruited 175 nurses from 38 community health centres in four Chinese cities (Shanghai, Shenzhen, Tianjin, and Jinan) using convenience sampling. Trained research assistants conducted face‐to‐face surveys, measuring organizational learning with the Learning Orientation Scale. Nurse‐level outcomes included self‐directed learning, quality of care, organizational commitment, and work stress. Data analysis employed multilevel linear modelling. Results. The 38 community health centres displayed a relatively high level of organizational learning, and there was a positive and significant association between organizational learning within community health centres and nurses’ self‐directed learning as well as the quality of care. However, there was no significant association between organizational learning and nurses’ organizational commitment or work stress. Conclusion. This study demonstrates a high‐level organizational learning capacity in urban community health centres in China. It provides a new perspective on the potential relationship between CHCs’ organizational learning and primary care nurses’ well‐being and work performance. Further research is needed to clarify unexpected findings and identify factors promoting organizational learning in primary care settings. Implications for Nursing Management. In China’s evolving primary care system, nurses play a vital role amidst physician shortages. Policy should prioritize internal management reform alongside structural changes. This study highlights the importance of fostering organizational learning in primary care settings. Strategic interventions should promote a learning culture in CHCs, which may enhance nurses’ self‐directed learning and improve the quality of care.

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.

Quantifying organisational resilience: an integrated resource efficiency view

ABSTRACT Organisations are increasingly exposed to risks from globally disruptive events, triggering interest and new research into organisational resilience. Several levers to increase resilience are defined in the literature but organisations still find it challenging to prepare for the next disruption. This study contributes to the resilience literature by drawing on the integrated resource efficiency view (IREV) framework to measure four levers of organisational resilience and derive an organisational resilience index (ORI). Levers include resiliency management, business continuity and organisational learning capacity, which are related to the levels of preparedness of the organisation for potential disruptions, and operational flexibility, which relates to how quickly it can reconfigure resources in changing situations. Results show that a composite index encompassing the four levers is strongly associated with increased organisational resilience. The ORI provides leaders and decision makers with an approach to assess resilience at the level of the whole organisation and with sample groups, such as business type or geographical location, enabling structured multi-level comparisons and analysis. Furthermore the ORI helps managers target attention and resources to improve preparedness and take action to mitigate constraints on operational flexibility.

SPOSOBNOST ORGANIZACIJSKOG UČENJA KAO POSREDNIK U ODNOSU IZMEĐU SPREMNOSTI NA PROMJENU I USPJEHA PROMJENE

Organizational change becomes important when companies fail to accomplish planned goals in a turbulent business environment. However, successful change implementation becomes impossible without organizational members' change readiness. Resistance to change is a factor that can jeopardize change efforts the most, and change readiness reduces potential change resistance. Also, continuous learning of all organization members is an essential prerequisite for successful change implementation. The aim of this research is to analyze the impact of change readiness on change success and investigate the role of organizational learning capacity in this relationship. The study was conducted in September 2021, and the sample included 43 large companies operating in Croatia. The results of PLS-SEM analysis show that the impact of change readiness on the success of organizational change is fully mediated by organizational learning capacity.

Designing the Organizational Learning Capacity Development Model with an Entrepreneur University Approach

Designing the Organizational Learning Capacity Development Model with an Entrepreneur University Approach

Relationship between core self-evaluation and innovative work behavior: mediating effect of affective organizational commitment and moderating effect of organizational learning capacity.

Focusing on employees, this study examined the respective mediating and moderating effects of affective organizational commitment and organizational learning capacity in the relationship between core self-evaluation and innovation work behavior. We collected data via an online survey from 330 office workers at midsize and large companies in a metropolitan area of South Korea. The results of analyzing the data using PROCESS macro were as follows: (1) core self-evaluation was positively related to innovative work behavior; (2) the relationship was mediated by affective organizational commitment; (3) the relationship was buffered by organizational learning capacity, such that a higher level of organizational learning capacity diminished the impact of core self-evaluation on innovative wok behavior; and (4) the conditional effect of core self-evaluation on innovative work behavior existed only in the group of a low level of organizational learning capacity. Based on these findings, we suggested implications for theory building, research, and practice.

Impact of Shared Leadership and Entrepreneurial Orientation on Organizational Learning in Banking Industry

This study aims to explore the impact of shared leadership on entrepreneurial orientation in Dubai commercial banks, and whether organizational learning ability intercedes the impact of shared leadership on entrepreneurial orientation. Embracing a quantitative research structure, information was gathered by methods for a poll based study of workers in Dubai commercial banks. In view of 330 usable reactions, the outcomes uncovered the critical impact of shared leadership and two of its measurements (uplifting inspiration and scholarly incitement) on entrepreneurial orientation. Two other measurements (admired impact and individualized thought) didn't add to entrepreneurial orientation. Moreover, the outcomes demonstrated that shared leadership significantly affects organizational learning ability, and that organizational learning capacity thus influences entrepreneurial orientation. The discoveries affirm that organizational learning capacity completely intervenes the impact of shared leadership on entrepreneurial orientation. Various suggestions are propelled, the generally significant of which is that banks ought to improve and build up administrators' shared traits by preparing them on the best way to manage workers so as to expand their entrepreneurial orientation. Banks ought to additionally think about improving their learning ability, as this assumes a huge role in upgrading and supporting the impact of shared leadership characteristics on entrepreneurial orientation.

Learning capacity and effectiveness in the management of organizational projects

Best practices in project management have been positioned in the organizational field as a suitable alternative to achieve the planned objectives. Learning capacity is one of the most important advantages of any organization, linked to human talent and business culture. This research sought to establish the relationship between organizational learning capacity and effectiveness in the management of the projects executed. In this study, 192 project managers were surveyed. The data were processed through a multivariate factor analysis method with the purpose of specify the relationship between the proposed variables. This research allowed us to understand learning capacity as a multidimensional variable that positively affects project management.

Organizational Justice to Employee Innovative Work Behavior: Mediation Effect of Learning Capacity and Moderation Effect of Blue Ocean Leadership

Employee innovation has become an important factor in ensuring organisational success in a dynamic and competitive business environment. The concept of organizational justice plays an important role in promoting employee innovative work behaviour in each employee. This study aims to explore the relationship between organizational justice and employee innovative work behaviour by adding the mediating effect of learning capacity variables and the moderating effect of blue ocean leadership variables to complete the gap of previous studies. This study sampled employees with why generation criteria in East Java with a total sample of 383. Analysis using process macros Hayes model 7. The results of this study indicate that organizational justice has a significant positive effect on employee innovative work behaviour, then organizational justice has a significant negative effect on learning capacity, besides the results of the analysis also show that blue ocean leadership as a moderator variable can strengthen the relationship between organizational justice and learning capacity, learning capacity has a significant positive effect on employee innovative work behaviour, and organizational justice affects employee innovative work behavior through learning capacity

Nexus between human resource management practice and employees’ attitudes and behavior

This study aims to evaluate the impact of human resource management practices (HRMPs) on employee attitudes and behavior (EAB). The population of this study was all employees of cement manufacturing firms (CMC) in the southern region of Bangladesh. Data was gathered using structured questionnaires following convenient sampling technique. The data was analyzed using SPSS-23 statistical package program. A robust and significant linear association between HRMPs and EAB was found. Further, HRM practices, including compensation & rewards (CR) and motivation (MV) were discovered to be dominant predictors of EAB. According to the study, variations in EAB of 77.10% were caused by independent predictors such as recruitment and selection (RS), training and development (TD), performance appraisals (PA), compensation and rewards (CR), motivation (MV), and maintenance (MT) in CMC in the southern part of Bangladesh. Nevertheless, it is apparent from the study's findings that manufacturing organizations that have implemented progressive HRM practices in a systematic and integrated manner are having an enormous influence on EAB. This study only focused on one industry and one type of organizational structure. According to the study, findings should not be extensively generalized. Future research should incorporate other aspects, such as organizational learning and organizational capacity, to construct a new model of HRM practices.

Nexus between entrepreneurial orientation and intellectual capital

PurposeThe importance of knowledge-based assets and the capability to leverage them has been the subject of scholarly interest in entrepreneurial orientation literature. The authors attempt to understand the dominant themes in the prior literature and propose directions for future research.Design/methodology/approachThe authors performed a systematic review of 79 studies to answer the research questions: (1) What are the predominant themes in the literature on the role of intellectual capital and entrepreneurial orientation? (2) What are the potential fields of future research?FindingsThe findings suggest that current research engages the topics of intellectual capital, the capability to leverage knowledge assets and entrepreneurial orientation. The thematic analysis reveals the role of knowledge management, organizational learning, intellectual capital and absorptive capacity in entrepreneurial firms. The authors propose a theoretical model to explain how intellectual capital and its management influence firm-level entrepreneurial behavior.Originality/valueUnderstanding the association between intellectual capital and the capability to leverage knowledge assets is crucial in a dynamic business environment. Effective deployment of knowledge is vital while searching for new entrepreneurial opportunities.

APRENDIZAGEM E CAPACIDADE DE INOVAÇÃO RESPONSÁVEL

As empresas estão enfrentando um ambiente de negócios cada vez mais complexo e dinâmico, recorrendo à inovação como alternativa para elevar sua capacidade competitiva. No entanto, a emergência de novas tecnologias e a mudança para um novo modelo de desenvolvimento econômico, que combina aspectos econômico-financeiros com perspectivas socialmente responsáveis e ambientalmente conscientes, tem gerado desafios acima da capacidade de resposta destas empresas. O problema reside em como se ajustar às novas realidades, rápida e assertivamente. Estudos recentes apontam que as empresas precisam incrementar a aprendizagem organizacional para desenvolver capacidade de inovação, agora não mais sob parâmetros tradicionais, mas, adotando novos modelos, como a inovação responsável. Este estudo tem o objetivo de apontar fatores determinantes para que, concomitantemente, iniciativas de aprendizagem organizacional e desenvolvimento de capacidade de inovação possam facilitar a inserção da inovação responsável em seus processos. Trata-se de um estudo qualitativo e exploratório, que contou com uma revisão da literatura científica que trata dos conceitos de aprendizagem organizacional, capacidade de inovação e inovação responsável. Os resultados mostram que aprendizagem organizacional e desenvolvimento de capacidade de inovação podem facilitar a implementação da inovação responsável no processo inovativo de empresas, contribuindo para a transição ao modelo de desenvolvimento responsável e sustentável. Esta implementação pode garantir maior capacidade competitiva, diferenciando os produtos e serviços ofertados pelas empresas no mercado, além de se alinhar às novas demandas de stakeholders, principalmente, colaboradores e consumidores atentos às novas realidades tecnológicas e socioambientais.

Building Organizational Learning Capacity: A Road Map for Nurse Executives

The purpose of this article is to guide nurse executives in building learning capacity within their organizations. The Organizational Learning Road Map provided is grounded in the American Organization for Nursing Leadership's Nurse Leader Core Competencies. Key steps include: developing one's self as a learning leader, sharing a learning-focused vision for the organization, establishing a culture of learning, charting a course toward becoming a learning organization, developing a leadership team to support learning throughout the organization, measuring progress toward the vision, and sustaining momentum.

The Relationship between Organizational Learning Capacity, Ambidexterity, Environmental Dynamism and Innovation Performance

Bu çalışma bilgi teknolojileri (BT) sektöründe faaliyet gösteren işletmelerin örgütsel öğrenme kapasitelerinin, gelecek dönemlerde işletmede yapılacak yenilikleri ve çevresel dinamizmi nasıl etkileyeceğini tespit etmeyi amaçlamaktadır. Araştırmada çift yetenekliliğin örgütsel öğrenme kapasitesi üzerindeki etkisinin yanı sıra çevresel dinamizmin işletmelerin yenilik yapma performansını nasıl etkilediği incelenmektedir. Bu doğrultuda geliştirilen araştırma modelindeki ilişkileri ölçmek amacı ile BT sektöründe çalışan 311 orta ve üst düzey yöneticiden elde edilen veriler Smart PLS 2.0 ve SPSS programları aracılığı ile analiz edilmiştir. Verilerin analizinde faktör analizi ve korelasyon analizi kullanılmıştır. Yapısal eşitlik modeli kullanılarak test edilen araştırma hipotezlerinin tamamı kabul edilmiştir. Farklı sektörlerdeki işletmelerin katılımı ile elde edilecek genişletilmiş veri setine rekabet ortamı, pazar dalgalanmaları gibi faktörlerin dahil edilmesi ile araştırma sonuçlarının genellenebilirliği artıracaktır.

Designing a model for developing the organizational learning capacity of University of Applied Science and Technology with the approach of entrepreneurial university

Designing a model for developing the organizational learning capacity of University of Applied Science and Technology with the approach of entrepreneurial university