Organizational Learning Orientation Research Articles

Modeling the Relationship Between Market Orientation, Learning Orientation, and Performance of Moroccan SMEs: A Structural Equation Approach

In the field of entrepreneurship, Small and Medium Enterprises (SMEs) are highly regarded due to their substantial contributions to growth, development, and innovation. In Morocco, SMEs constitute nearly 97% of the country’s production sector, span various industries, generate 38% of national wealth74% of the workforce, as per the 2021 report from the Moroccan SME Observatory. However, in the face of international trade liberalization, these businesses face intense domestic market competition, impacting their competitiveness and performance. This study explores the significance of ‘market orientation’ and ‘organizational learning orientation’ as crucial managerial practices, enabling SMEs to gain competitive advantages, market differentiation, and higher performance. Utilizing the resource-based view and dynamic capabilities theory, the research investigates how learning orientation transforms market practices into improved organizational performance. The study distributed a questionnaire to 113 Moroccan SME managers and applied the Partial Least Squares Structural Equation Modeling (PLS-SEM) method to test hypotheses. The results indicate a positive impact of market orientation on Moroccan SME performance. Additionally, the study uncovers a partial mediating effect of organizational learning orientation in this relationship. These findings suggest that enhancing organizational learning orientation can amplify the benefits of market orientation for Moroccan SMEs, providing valuable insights for strategic decisions aimed at enhancing overall performance.

The Mediating Effect of Commitment to Organizational Change on the Relationships Among Innovative Work Behavior, Organizational learning Orientation and Informal Learning Activities of Office Workers at Large Corporations in Korea

The Mediating Effect of Commitment to Organizational Change on the Relationships Among Innovative Work Behavior, Organizational learning Orientation and Informal Learning Activities of Office Workers at Large Corporations in Korea

Mechanisms of Learning and Innovation in Project Performance: Evidence from Chinese Hydropower Industry

Hydropower, a renewable energy resource, underpins China’s economic and social advancement, gaining prominence amidst the country’s energy structure metamorphosis. Enhancing the performance of hydropower development projects is imperative, with the mechanisms of learning and innovation wielding a substantial impact. The extant literature on how learning and innovation affect hydropower project performance remains nebulous, lacking a systematic model to elucidate these impact mechanisms. This investigation melds theoretical analysis with the idiosyncrasies of hydropower project development, forging a theoretical model to decipher the interplay of learning, innovation, and project performance. Employing a mixed-methods approach, we probe the influence of organizational learning orientation and individual learning on participant capabilities, engineering innovation magnitude, and overall project performance. Path analysis divulges that organizational learning orientation catalyzes individual learning, jointly enhancing engineering innovation and project performance directly, although the effect on each participant’s capability necessitates mediation through the engineering innovation level. This pioneering study establishes the links and influence trajectories between learning, innovation, and project performance, systematically delineating them. It fills a scholarly void in exploring learning and innovation mechanisms within hydropower project development, propounding strategies to augment project efficiency and furnishing pragmatic, constructive insights for better engineering practice outputs.

Do Employees Identify?: A Study of Organizational Culture and Learning

Purpose: This study aims to explore the influence of organizational culture and learning orientation on the organizational identification of the employee. Organizational culture is defined through various parameters in an organization depending on various internal and external factors. This relationship between culture, learning, and identification would help organizations enhance the employees’ performance and commitment toward the same. Proposed Design/Methodology/Approach: To assess organizational culture, including all four types Clan, Adhocracy, market, and hierarchy, an organizational culture evaluation instrument by Cameron and Quinn with a 7-point Likert scale would be used. For organizational learning styles, assessment is to be done through a modified instrument of Jashapara’s 38-question questionnaire. Organizational identification consisting of positive, ambivalent, neutral, and disidentification would be evaluated by the modified questionnaire developed by Kreiner and Ash forth. The sample has been collected from employees working in the pharmaceutical sector. Findings: Hierarchy and market culture show a direct positive impact on identification, while adhocracy and clan culture show a decent negative impact. SL and DL learning styles show a minimal effect on all identification types except for Positive. Almost all the culture types impact all the identification types through learning types as a mediator variable. Practical/theoretical implications: This study would help strengthen the theory that the factors responsible for culture can be influenced by other internal factors like learning and identifying the employee in an organization. The study can then be extrapolated for its validity across various sectors of the industry. Originality: This study is an original work; it has not been submitted anywhere for publication consideration.

Does Learning Orientation Drive New Product Competitive Advantage and Success? A Conceptual Framework and Research Propositions

Since so many new products fail in the marketplace after their launch, identifying the determinants of new product competitive advantage and performance is critical. New product development (NPD) requires the acquisition, dissemination, and utilization of information that is supplied through organizational learning. Learning-oriented organizational cultures facilitate discovery and creativity processes that go into the NPD. In spite of its significance, the concept of a learning orientation has not been explored sufficiently at the project level in the NPD context. This study aims to fill this void in the literature by articulating a conceptual framework that depicts the direct and indirect relationships between organizational learning orientation and new product competitive advantage. Memory level and memory dispersion mediate the relationship between these two constructs at the project level. The evidence supporting the proposed research framework suggests that learning-oriented organizations create strong organizational memories that lead to higher levels of new product competitive advantage and success. The theoretical and practical implications of this study are discussed and future research suggestions are provided.

Organizational Learning Orientation Mediated Creative Self-efficacy Influence on Creativity

Organizational Learning Orientation Mediated Creative Self-efficacy Influence on Creativity

Organisational learning, learning organisation, and learning orientation: An integrative review and framework

Organisational Learning (OL) is essential for the survival of an organisation and has led to a significant amount of conceptual and empirical studies. However, no attempt has yet been made to track the overall evolution of OL literature along with the inter-related concepts of learning organisation and organisational learning orientation. Therefore, the present study attempts to fill this gap and track the interdisciplinary flow of knowledge by applying a structural methodology called Systematic Literature Network Analysis (SLNA). The results reveal four main areas of investigation within the field: i) the fundamentals of OL; ii) OL in relation to managerial and economic variables; iii) management of learning organisation; iv) learning orientation in relation to managerial and economic variables. Furthermore, this review contributes by arranging the findings into a theoretical framework which is termed organisational learning chain. Based on the co-analysis of main themes and key concepts detected, the framework integrates and highlights the factors that influence learning performance in and by organisations. Finally, several further research avenues are discussed, and the benefits of the applied review methodology are highlighted.

Physician Practices and the Late Adoption of Transparent Peer Comparisons for Performance Feedback

Research ObjectiveOver the past two decades, health care organizations have recognized the importance of physician feedback and data transparency for continuous performance improvement. Diffusion of innovation theory suggests that late‐adopting organizations face unique barriers to adoption, particularly of innovations that require infrastructure investments. This study aims to identify qualities associated with physician practices’ late or non‐adoption of unblinded peer comparisons for performance reporting.Study DesignThis research draws on the cross‐sectional 2017/2018 National Survey of Healthcare Organizations and Systems (NSHOS) practice‐level survey (response rate=47%) linked to 2017 IQVIA OneKey data on physician practices. Predictors of unblinded performance feedback include composites of organizational learning orientation, organizational capacity for innovation, health information technology (HIT capabilities), and participation in delivery reform initiatives. We perform a logistic regression to estimate the odds that a practice does not report using unblinded peer comparison feedback, controlling for reported practice ownership, a measure of physician influence on practice priorities and strategies, Medicaid revenue (less than 30% or ≥30%, as a proxy for financial resources and patient complexity), and practice size (physician count).Population StudiedWe study the population of practices with at least three primary care physicians using a nationally representative sample of 2,190 non‐federal physician practices. Practices are of diverse ownership, including primary care and multispecialty provider groups, those owned by healthcare systems, independent practices, and other arrangements.Principal Findings27% of physician practices did not report using unblinded peer comparisons for performance feedback reports. These physician practices had lower organizational learning orientation (OR=0.689, p<0.001), lower HIT capabilities (OR = 0.725, P < .001), and less participation in delivery reform initiatives (OR = 0.740, P < .001). No significant association was found between organizational capacity for innovation and late adopter status. Of control variables, health care system ownership or ownership by some other entity, and “some” physician influence (compared to “little to none” or “a lot”) were found to be significantly associated with practice use of transparent performance comparisons. Our Medicaid revenue variable was not found to be significant.ConclusionsPhysician practices that do not use unblinded peer comparisons for performance feedback have lower organizational learning orientations, lower HIT capabilities, and participate in fewer delivery reform initiatives than adopters of transparent reporting. These findings indicate that late or non‐adopting practices may be less motivated toward learning, and external quality incentives may be less important influences on their innovation adoption. HIT capabilities and economies of scale related to practice ownership may also improve adoption of transparent performance reporting.Implications for Policy or PracticePhysician practices which have not adopted transparent performance reporting have lower orientation to organizational learning, lag in their expansion of HIT capabilities, and participate in fewer reform initiatives. This suggests that policies and programs which encourage performance transparency, such as Medicare’s Quality Payment Program, should be attentive to the resource needs and infrastructure considerations of late or non‐adopters.Primary Funding SourceAgency for Healthcare Research and Quality.

The Role of Organizational Learning Orientation on Corporate Political Activity

Corporate Political Activity (CPA) is an investment spurred by strategic motivations. While research on CPA in growing, little is known about how a firm’s innovative efforts may motivate its participation in CPA. We link a well-known motivation for CPA—to mitigate uncertainty—to the risky and uncertain activity of organizational learning. We build on the CPA literature with insights from the exploration-exploitation framework of organizational learning to investigate the role of a firm’s learning orientation on the investment in CPA. Specifically, we propose that exploration oriented firms invest more heavily in CPA than other firms. We then argue that this relationship is attenuated by the strength of regulation in the focal firm’s industry, and strengthened by the munificence of the focal firm’s industry. We test our hypotheses on a sample of 926 firms, and find general support for our hypotheses.

A Study on the Mediating Effects of Organizational Learning Orientation on the Relationship between Entrepreneurship of Corporate Members and Individual and Group Creativity

A Study on the Mediating Effects of Organizational Learning Orientation on the Relationship between Entrepreneurship of Corporate Members and Individual and Group Creativity

Entrepreneurs' behavioural competencies for internationalisation

PurposeThe entrepreneur is the main decision-maker in small and medium-sized enterprises and is the principal force in the implementation of a firm's international strategy. Research has paid limited attention to the intangible aspects of human capital, namely behavioural competencies that may have an impact on the entrepreneur's ability to take advantage of international opportunities. This study addresses this gap, identifying the behavioural competencies that distinguish entrepreneurs who pursue a stronger internationalisation expansion beyond the European market.Design/methodology/approachA competency modelling process is implemented for a sample of Italian entrepreneurs. Data on behavioural competencies are obtained through the coding of behavioural event interviews administrated to the entrepreneurs. Export intensity is adopted as a performance criterion to classify the entrepreneurs.FindingsThree behavioural competencies (change catalyst, teamwork and organisational learning orientation) emerged as more significantly activated by entrepreneurs who show a higher export intensity in the global market.Research limitations/implicationsThe exploratory nature of the study, conducted in a small sample and in a specific geographical area, may reduce the generalisability of the findings.Practical implicationsEntrepreneurs can become aware of the behavioural competencies needed for the implementation of internationalisation processes. Additionally, training programmes can be designed to promote the development of these behaviours.Originality/valueBridging the literature on international entrepreneurship, cross-cultural studies and competency-based research, this study highlights the role of behavioural competencies in the internationalisation process from a micro level of analysis. This article proposes a competency framework that can be adopted to assess a broader portfolio of entrepreneurs' behaviours.

Strategic orientations, marketing capabilities and radical innovation launch success

PurposeThe purpose of this paper is to develop a radical innovation launch model that shows the relationship of the market, entrepreneurial and learning orientations with each other, with radical innovation launch marketing capabilities and the subsequent effect on radical innovation launch success. It will provide practitioners with best practices and add to current marketing theory.Design/methodology/approachAn online survey was done, resulting in a usable sample of 176 radical innovation launch practitioners from a cross-section of US companies, namely, small to large, business-to-business and business-to-consumer firms offering a variety of products and services. A partial least squares structural equation modeling technique was used to test construct relationships and the effect on each other.FindingsAn organizational learning orientation has a direct effect on the market and entrepreneurial orientations. Learning and marketing orientations are critical links to having radical innovation launch marketing capabilities. While an entrepreneurial orientation has a direct effect on radical innovation launch success, proper, dynamic marketing capabilities are a significant driver. Over 40% of the variance in radical innovation launch success is directly or indirectly affected by the three studied strategic orientations and radical innovation launch marketing capabilities.Research limitations/implicationsThis study was conducted only in the USA. A cross-cultural study could be undertaken. Type and size of firm, type of external environment, radical innovation department structure, transformational leadership strength and competitive intensity effect could be studied. New, up-to-date adaptable marketing capabilities should be researched and validated.Practical implicationsFor radical innovation launch success, it is critical that a firm develop the market, entrepreneurial and learning orientations and have specific, dynamic marketing capabilities in place. Existing managers should be trained, or new talent hired, to give the firm the capability to develop unique, radical innovation launch strategic, brand identity and new target market plans, to select and manage new downstream partners, and to have quick, customer launch feedback mechanisms in place.Originality/valueAn empirical study of the effect of all three strategic orientations on radical innovation launch marketing capabilities and subsequent radical innovation launch success has not been previously addressed.

Performance and Competitiveness of Private Universities in Bengkulu Province

The purpose of this study is to analyze the relationship between variables of market orientation, innovation orientation, and organizational learning orientation to the performance and competitiveness of private universities in Bengkulu province. The population of this study is the leaders of private universities, deans, and heads of study programs from 17 accredited Private Universities with a sample of 127 respondents. This research was conducted using a quantitative approach with survey methods. The design of this study is descriptive and verification research to analyze the causality between the studied variables. Data processing used descriptive analysis techniques and hypothesis testing with the Structural Equation Model (SEM). The results showed that market orientation, innovation orientation, and learning orientation had a significant effect on the performance and competitiveness of private universities. To increase the performance and competitiveness, leaders must be able to create an appropriate market orientation model and focus on service quality by considering the internal conditions of private universities. Policymakers should also make improvements or develop their learning orientation through education and training, and develop themselves in the fields of knowledge and technology. This is done as a material evaluation for development or innovation related to the revitalization of private universities to have the ability to adjust the progress of the age (future proof).

How Absorptive Capacity and Organisational Learning Orientation Interact to Enable Innovation Capability? An Empirical Examination

How Absorptive Capacity and Organisational Learning Orientation Interact to Enable Innovation Capability? An Empirical Examination

Cultures of sustainability governance in higher education institutions: A multi‐case study of dimensions and implications

AbstractOrganisational culture is frequently mentioned in the context of sustainability governance in higher education institutions, but its substance and role for organisational development remain largely unclear. This paper argues that, in fact, sustainability governance in higher education institutions is predicated on cultural orientations. These are explored empirically based on 61 expert interviews with stakeholders (management, sustainability commissioners, academic and technical staff, students) in eleven German higher education institutions. Qualitative (thematic, evaluative) content analysis was used to code and compare data across cases. The study identifies four cultural key dimensions and two overarching orientations: organisational learning orientation and holistic orientation. The analysis suggests that both orientations tend to reinforce each other. They also represent key areas which need to be addressed by higher education institutions seeking change towards sustainable development. The findings demonstrate the need for future research on organisational cultures of sustainability governance and their development over time.

The Effect of Authentic Leadership on the Organizational Commitment: The Mediating Effect of the Organizational Learning Orientation

The Effect of Authentic Leadership on the Organizational Commitment: The Mediating Effect of the Organizational Learning Orientation

Public leaders’ organizational learning orientations in the wake of a crisis and the role of public service motivation

This study explores public leaders’ organizational learning orientation in the wake of a crisis. More precisely, we study the association between public leaders’ public service motivation and their learning orientation (instrumental versus political). This research addresses the lack of systematic empirical data on crisis-induced learning and provides a first systematic operationalization of this important concept. We analyze survey data collected from 209 Dutch mayors on their learning priorities in responding to a hypothetical crisis situation in their municipality. The mayors’ response patterns reveal (1) “cognitive”, (2) “behavioral”, (3) “accountability”, and (4) “external communication” dimensions of crisis-induced learning. We find that mayors with a stronger public service motivation put more effort into instrumental learning (dimensions 1 and 2), and surprisingly, also into political learning (dimensions 3 and 4). Mayoral experience in previous crises is positively associated with accountability-related learning after a crisis. However, mayoral tenure is negatively associated with crisis-induced behavioral learning.

Poprawa zdolności innowacyjnej poprzez orientację na organizacyjne uczenie się: wiek jako potencjalny moderator

Poprawa zdolności innowacyjnej poprzez orientację na organizacyjne uczenie się: wiek jako potencjalny moderator

Does Organizational Learning Orientation Matter? Investigating the Impact of Learning Orientation on SMES Performance

The purpose of this study was to conduct an investigation into the link between organizational learning orientation and business performance in small and medium sized enterprises (SMEs). Data were analysed using sample of 213 SMEs belonging to the manufacturing sector in Sialkot, Pakistan. The findings indicated that learning orientation is positively and significantly associated with the organizational performance of SMEs. The implications and limitations of the study are discussed and possible future research directions are provided.

Assessing the Factors Influencing Service Innovation Capabilities and Performance

Innovation has been recognized as a central source of business growth and a key determinant of competitive advantage for many organizations. This paper seeks to address two main objectives. The first objective is to examine the direct effect of organizational structure (i.e. centralization and formalization), transformational leadership, organizational learning and customer orientation on innovation capabilities. The second objective is to examine the effect of innovation capability and organizational performance. Findings show that customer orientation, organizational learning, and transformation leadership had significant positive effects on innovation capability. The results further show that innovation capability had a significant impact on organizational performance.