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Article
Publication date: 3 June 2020

Mandana Farzaneh, Peivand Ghasemzadeh, Jamal A. Nazari and Gholamhossein Mehralian

The direct impact of organizational learning (OL) on organizational performance has been studied over the past two decades. However, how OL contributes to organizational

Abstract

Purpose

The direct impact of organizational learning (OL) on organizational performance has been studied over the past two decades. However, how OL contributes to organizational innovation still remains under-researched. Based on the knowledge-based view of the firm and dynamic capability theory, we developed a theoretical framework in order to empirically examine how OL offers organizations the essential tools for creating dynamic capabilities (DCs), which pave the way for innovation performance (IP).

Design/methodology/approach

The authors apply a time-lagged, multisource and survey-based research designed to test the proposed model in the pharmaceutical industry where knowledge is a source of innovation. The data collected from companies operating in such an industry were analyzed by utilizing hierarchical regression analysis to explore how OL could lead to IP through DC.

Findings

The results indicated that OL is positively, significantly associated with DCs, as well as its dimensions of learning, integrating and reconfiguring capabilities. The findings showed that these capabilities are significant predictors of innovation performance. In addition, the findings revealed that innovation culture significantly moderates the relationship between DCs and innovation performance.

Originality/value

By dedicating more time and resources, managers can reinforce dynamic capabilities as a strategic tool to generate new knowledge and distribute it across the organization, which can go a long way toward boosting innovation performance in the pharmaceutical industry. This study offers researchers and practitioners invaluable insights into how effective OL can enhance firm-level innovation performance through dynamic capabilities.

Details

European Journal of Innovation Management, vol. 24 no. 3
Type: Research Article
ISSN: 1460-1060

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Article
Publication date: 29 May 2009

Tharinee Limpibunterng and Lalit M. Johri

The purpose of this paper is to investigate the role of organizational learning capability in relation to leadership tasks performed by executives and organizational

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2040

Abstract

Purpose

The purpose of this paper is to investigate the role of organizational learning capability in relation to leadership tasks performed by executives and organizational performance by bridging the concepts of organizational learning and NSD.

Design/methodology/approach

The NSD processes of seven telecom service providers in Thailand are adopted as the research context. Conceptual framework is developed based on literatures and expert interviews. Multi‐item questionnaires are designed mostly based on interviews with 12 experts involving in NSD processes of those seven providers. Survey is conducted with 497 executives and employees in NSD processes of those providers. The structural equation modeling and LISREL 8.72 application are employed in data analyses.

Findings

Leadership tasks performed by NSD executives significantly affect the development of organizational learning capability, which in turn significantly affects organizational performance. The effectiveness of executives' leadership tasks and organizational learning capability development are symbiotic.

Research limitations/implications

The validation and generalization of the results are still limited to the context of NSD processes of telecom service providers in Thailand. The analyses based on second‐order factors and perceptual data.

Practical implications

In today's context, NSD process should be managed as the dynamic learning process. The integration of executives plays a key role in facilitating the development of organizational learning capability in such a process.

Originality/value

The integrative framework of collective and collaborative leadership tasks, organizational learning capability, and organizational performance are tested empirically and discussed based on real practices. The complementary role of organizational learning capability is introduced.

Details

The Learning Organization, vol. 16 no. 4
Type: Research Article
ISSN: 0969-6474

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Article
Publication date: 8 August 2016

Ching-Chiao Yang

The purpose of this paper is to empirically assess the impacts of logistics learning capability on logistics service capability and organizational performance in the…

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1393

Abstract

Purpose

The purpose of this paper is to empirically assess the impacts of logistics learning capability on logistics service capability and organizational performance in the context of international distribution center operators (IDCOs) in Taiwan.

Design/methodology/approach

Data for this study were collected by questionnaire survey. A two-steps structural equation modeling (SEM) approach was performed in this study to test the research hypotheses. The first step is performing confirmatory factor analysis (CFA) to assess the validity of the measurement model. The second step proceeds to estimate the structural model between latent variables.

Findings

A five-dimension scale including open-mindedness (O), commitment to learning (C), system perspective (E), partner learning (A), and shared vision (N) was proposed in this study and was supported by CFA analysis to measure IDCOs’ logistics learning capability in this study. Results of SEM indicated that logistics learning capability is positively related to logistics service capability, whereas logistics service capability is also positively related to organizational performance. Although logistics learning capability has no direct relationship to organizational performance, we found it indirectly affects organizational performance via logistics service capability.

Research limitations/implications

This study primarily focusses on the effect of logistics learning on organizational performance. Future research could incorporate environmental uncertainty as a moderator to assess its impact on the relationship between logistics learning capability and organizational performance.

Practical implications

IDCOs can enhance customer service and financial performance by developing logistics learning capability and specifically focussing efforts on supply chain partner learning.

Originality/value

This study presents the first to examine the effects of logistics learning capability on logistics service capability and organizational performance in the context of IDCOs. Particularly, this study proposes a five-dimension logistics learning capability scale from a supply chain perspective.

Details

The International Journal of Logistics Management, vol. 27 no. 2
Type: Research Article
ISSN: 0957-4093

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Article
Publication date: 1 June 2015

Fermín Mallén, Ricardo Chiva, Joaquín Alegre and Jacob Guinot

– The purpose of this paper is to investigate the relationship between altruistic leader behaviors, organizational learning capability and organizational performance.

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1591

Abstract

Purpose

The purpose of this paper is to investigate the relationship between altruistic leader behaviors, organizational learning capability and organizational performance.

Design/methodology/approach

The sampling frame consists of several databases or listings of business that consider people as a key element of the organization and are considered by their employees to be good firms to work for or organizational environments where human resources management has high priority (n=251). The authors use structural equation modeling to test if the relationship between altruistic leader behaviors and organizational performance is mediated by organizational learning capability.

Findings

Results suggest that organizational learning capability fully mediates between altruistic leader behaviors and organizational performance. Thus, organizational learning capability plays a key role in explaining how altruistic leader behaviors affect organizational performance, essentially because it facilitates the creation of a creative, participatory and dialogue-based environment that promotes organizational learning.

Research limitations/implications

The database used in the study is very heterogeneous. Future research might delimit the database by organization size or sector. Qualitative studies may also improve our understanding of the relationships studied and enable other concepts to be included.

Practical implications

This study provides evidence of the positive relationship between altruistic leaders and performance. However, recruiting and fomenting altruistic leaders is not sufficient on its own to improve performance, and should be accompanied by implementing other facilitating factors of organizational learning such as dialogue or experimentation.

Originality/value

In recent years some studies have linked leadership with organizational learning. However, this is one of the first studies to concentrate on altruistic leader behaviors as such, a concept that has received scant mention in the literature despite its importance in a number of leadership styles, and its relevance today as an alternative to the egotistic leader. The authors offer empirical evidence of the role of altruistic leader behavior as an antecedent of organizational learning capability and subjective measures of performance.

Details

International Journal of Manpower, vol. 36 no. 3
Type: Research Article
ISSN: 0143-7720

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Article
Publication date: 20 June 2008

Catherine P. Killen, Robert A. Hunt and Elko J. Kleinschmidt

The purpose of this paper is to improve understanding and provide guidance for investments in organizational learning mechanisms for the establishment and evolution of…

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2260

Abstract

Purpose

The purpose of this paper is to improve understanding and provide guidance for investments in organizational learning mechanisms for the establishment and evolution of organizational capabilities such as project portfolio management (PPM) and project management capabilities.

Design/methodology/approach

A multiple‐case study research project investigates the development of PPM capabilities in six successful organizations across diverse industries.

Findings

The research indicates that PPM and organizational learning are dynamic capabilities that enhance an organization's ability to achieve and maintain competitive advantage in dynamic environments. PPM capabilities are shown to co‐evolve through a combination of tacit experience accumulation, explicit knowledge articulation and explicit knowledge codification learning mechanisms. Although all three learning mechanisms are important throughout the establishment and evolution of PPM capability development, the research indicates that the development of an effective PPM capability will require particularly strong investments in enhancing tacit experience accumulation mechanisms and explicit knowledge codification mechanisms during the initial establishment or during periods of radical change to the PPM process.

Research limitations/implications

The research includes a sample of six case studies and the results may not be generalisable. In addition, the research was conducted over a short period of time whereas a longitudinal study would be required to gain more detailed information about the development of capabilities over time.

Practical implications

The findings suggest that managers can enhance and sustain competitive advantage by investing in tacit experience accumulation as well as explicit knowledge articulation and codification learning mechanisms to develop their PPM capability. Strengthened investment in experience accumulation and knowledge codification learning mechanisms is recommended during establishment of the PPM capability.

Originality/value

This paper contributes to the understanding of the links between organizational learning and the development of dynamic capabilities. Original hypotheses are proposed and some initial support for these hypotheses is provided through multiple‐case study research.

Details

International Journal of Managing Projects in Business, vol. 1 no. 3
Type: Research Article
ISSN: 1753-8378

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Article
Publication date: 7 September 2015

Terence Ahern, P.J. Byrne and Brian Leavy

The purpose of this paper is to extend the learning boundaries of traditional project capability, which follows the linear planning paradigm, in order to include…

Abstract

Purpose

The purpose of this paper is to extend the learning boundaries of traditional project capability, which follows the linear planning paradigm, in order to include non-linear complex projects that cannot be completely specified and planned in advance, and so require continuous learning over their life cycles.

Design/methodology/approach

Based on an earlier empirical investigation, where complex-project capability (CPC) is developed through dynamic organizational learning based on non-linear problem solving, the paper examines some of the conceptual and practical implications of this process insight. The focus here is on incomplete pre-given knowledge and emergent knowledge creation during CPC development.

Findings

Using the three interrelated dimensions of project type, knowledge creation method, and organizational learning approach, the paper reinterprets Karl Popper’s linear problem solving model for learning in traditional projects by introducing the concept of knowledge entropy (disorder) for learning in non-linear complex projects. The latter follows a path from “order to disorder to order” rather than from “order to order” under traditional assumptions.

Research limitations/implications

By identifying a common learning process at individual, group, and organizational levels, developing CPC can be viewed as a “learning organization”. This multi-level approach facilitates research into distributed organizing for emergent knowledge creation during CPC development.

Practical implications

In contrast to traditional planned projects with up-front prior knowledge, complex projects are characterized by incomplete knowledge. The challenge of dealing with knowledge uncertainty in complex projects through continuous learning has practical implications for project learning, planning, knowledge management, and leadership.

Originality/value

The concept of knowledge entropy (disorder) extends the learning boundaries of traditional projects, where little learning is anticipated, by including complex projects with knowledge uncertainty requiring continuous learning.

Details

International Journal of Managing Projects in Business, vol. 8 no. 4
Type: Research Article
ISSN: 1753-8378

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Article
Publication date: 22 March 2013

Anabel Fernández‐Mesa, Joaquín Alegre‐Vidal, Ricardo Chiva‐Gómez and Antonio Gutiérrez‐Gracia

The aim of this paper is to present design management as a dynamic capability and to analyze its mediating role between organizational learning capability and product…

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4076

Abstract

Purpose

The aim of this paper is to present design management as a dynamic capability and to analyze its mediating role between organizational learning capability and product innovation performance in small and medium enterprises (SMEs).

Design/methodology/approach

Structural equation modeling is used to test the research hypotheses based on data from the Italian and Spanish ceramic tile industries. The data are derived from the responses of 182 companies (50 percent of the target population) to a questionnaire addressed to Product Development Managers and Human Resource Managers.

Findings

The results suggest that organizational learning capability enhances product innovation through the mediation of design management capability. The authors find an interesting interplay between organizational learning, design management capability and product innovation that can be very useful to better understand how to improve innovation performance. This finding shows that design management, as a dynamic capability, emerges from learning and allows the firm to adapt to environmental changes.

Originality/value

Several works have studied dynamic capabilities but without specifying the nature of these capabilities. More recent empirically‐based studies conceptualize and refer to specific dynamic capabilities. In this paper, the authors present design management as a dynamic capability. This study aims also to develop a better understanding of how organizational learning capability impacts on the product innovation performance of SMEs and how this relationship is mediated by design management capability.

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Article
Publication date: 7 November 2016

Emilio Domínguez Escrig, Francisco Fermín Mallén Broch, Ricardo Chiva Gómez and Rafael Lapiedra Alcamí

The purpose of this paper is to provide empirical evidence of the relationship between altruistic leader behavior and radical innovation, using organizational learning as…

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1940

Abstract

Purpose

The purpose of this paper is to provide empirical evidence of the relationship between altruistic leader behavior and radical innovation, using organizational learning as an explanatory variable.

Design/methodology/approach

To confirm the hypotheses, structural equations were used on a data set from a survey carried out on Spanish firms with recognized excellence in human resources management.

Findings

The study empirically validates the conceptual model. Results suggest that organizational learning capability fully mediates the relationship between altruistic leader behavior and radical innovation.

Research limitations/implications

The database used in the study is very heterogeneous. Future research might delimit the database by organization size or sector.

Practical implications

Results suggest ideas for organizations that want to implement a working environment that fosters innovation performance in order to achieve radical innovations.

Originality/value

This is one of the few studies to concentrate on altruistic leader behaviors as such. This paper contributes to understanding how altruistic leader behavior affects radical innovation and the key role played by organizational learning capability.

Details

Leadership & Organization Development Journal, vol. 37 no. 8
Type: Research Article
ISSN: 0143-7739

Keywords

Content available
Article
Publication date: 4 December 2019

Lien Thi Pham and Ha Viet Hoang

The purpose of this paper is to explore the relationship between organizational learning capability and business performance of Vietnamese firms.

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4200

Abstract

Purpose

The purpose of this paper is to explore the relationship between organizational learning capability and business performance of Vietnamese firms.

Design/methodology/approach

Based on the literature review, the authors proposed five hypotheses covering the relationships between different dimensions of organizational learning capability and business performance. Data collected from a survey of 160 Master of Business Administration students working in different firms in Vietnam were analyzed to test the proposed hypotheses.

Findings

The results confirmed that organizational learning capability has positive effect on business performance. Moreover, two out of four dimensions of organizational learning capability are having positive relationship with business performance (management commitment to learning and “knowledge transfer and integration”).

Practical implications

The paper gives some suggestions for firms to improve their business performance through enhancing organizational learning capability.

Originality/value

This study provides important insights into the recognized yet under-researched relationship between organizational learning capability and business performance and confirms that organizational learning capability has a positive impact on business performance in Vietnam context.

Details

Journal of Economics and Development, vol. 21 no. 2
Type: Research Article
ISSN: 2632-5330

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Article
Publication date: 9 February 2015

Jacob Guinot, Ricardo Chiva and Fermín Mallén

This paper aims to, prompted by a recent paradigm shift in the organizational sciences, to explore some antecedents of organizational learning capability, focusing on…

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1863

Abstract

Purpose

This paper aims to, prompted by a recent paradigm shift in the organizational sciences, to explore some antecedents of organizational learning capability, focusing on altruism and relationship conflict.

Design/methodology/approach

To test the hypotheses, the structural equation technique was applied to data from a survey of Spanish firms with recognized excellence in human resource management.

Findings

The results of this research show that, in these firms, altruism facilitates learning capacity both directly and indirectly (through relationship conflict). Relationship conflict is posited as a mediating variable that explains how altruism improves organizational learning.

Research limitations/implications

The limitations of this study include excessive heterogeneity of the sample size and industrial sector and the type of firm included in the sample. Due to the potential benefits that altruism seems to have for organizations, future research could continue to investigate the consequences of altruism in organizations.

Practical implications

Altruism provides organizations with a value that can facilitate organizational learning capability not only directly, but also by reducing relationship conflict. Altruism may offer organizations a tool they can use to improve their success in dealing with the challenges of today’s uncertain and constantly changing economic environment.

Originality/value

This study proposes a common altruistic approach that is far removed from traditional self-interested models in organizational literature. This study identifies altruism and relationship conflict as antecedents of organizational learning capability.

Details

International Journal of Conflict Management, vol. 26 no. 1
Type: Research Article
ISSN: 1044-4068

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