Organizational learning culture and sustainable competitive advantage: implications for organizational development specialists

Abstract

Purpose

This study examines the impact of organizational learning culture as a strategic tool for gaining sustainable competitive advantage in the public sector.

Design/methodology/approach

The study adopted a qualitative research approach whereby data were collected from 150 public sector employees through focus groups and interviews. The study was conducted in Namibia. The data were analyzed through thematic analysis and content analysis techniques.

Findings

The study found that organizational learning culture has a significant contribution toward organizational performance. Through organizational learning employees learn the values and norms of the organization and the industry and align their behaviors to the desired levels. By so doing employees become more motivated and enthusiastic about the organization resulting in higher productivity.

Originality/value

Few studies have been done to uncover the key forces and factors that drive performance in the public sector. Hence the findings from this study will contribute to the literature and assist organizational leaders, management and practitioners in the public sector to put emphasis on creating an organizational learning culture that would motivate employees and lead to the mindset change of public servants.

Citation

Kaupa, S. (2023), "Organizational learning culture and sustainable competitive advantage: implications for organizational development specialists", Development and Learning in Organizations, Vol. 37 No. 2, pp. 7-9. https://doi.org/10.1108/DLO-12-2021-0214