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Article
Publication date: 18 May 2023

Hamfrey Sanhokwe, Willie Chinyamurindi and Joe Muzurura

This study aims to answer pertinent questions related to the quality of the organisational learning capability measurement model.

Abstract

Purpose

This study aims to answer pertinent questions related to the quality of the organisational learning capability measurement model.

Design/methodology/approach

A time-separated design informed data collection. The organisational learning capability was exposed to classical higher-order and bifactor confirmatory factor analyses. Multigroup confirmatory factor analysis facilitated measurement invariance testing. This study assessed the predictive validity of the organisational learning capability subscales using hierarchical regression analysis.

Findings

This study replicated the second-order organisational learning capability model with four subscales. Bifactor modelling confirmed the multidimensionality of the organisational learning capability. The organisational learning capability was invariant between gender groups. The organisational learning capability subscales accounted for a significant variance in innovative work behaviour.

Practical implications

The organisational learning capability exhibits robust properties, making it a plausible option for monitoring the quality of organisational learning. Organisations must appreciate the quality of this dynamic capability and leverage it to generate new sources of value.

Originality/value

This study fills a critical gap in organisational learning-related capabilities in sub-Saharan African contexts, providing a base to influence innovation-related trajectories positively.

Details

Journal of Workplace Learning, vol. 35 no. 5
Type: Research Article
ISSN: 1366-5626

Keywords

Article
Publication date: 9 June 2023

Fatima Mohamed Saif Al Nuaimi, Sanjay Kumar Singh and Syed Zamberi Ahmad

This study aims to examine the relationships between organizational learning capabilities, open innovation and firm performance (FP) in the context of small and medium enterprises…

Abstract

Purpose

This study aims to examine the relationships between organizational learning capabilities, open innovation and firm performance (FP) in the context of small and medium enterprises (SMEs) in the emerging economies.

Design/methodology/approach

Data collected from 384 manufacturing SMEs operating across the seven emirates of the UAE were statistically analyzed using SmartPLS 3 to examine the hypotheses of this study.

Findings

The results show that organizational learning capabilities positively influences both inbound and outbound dimensions of open innovation (OI). Inbound open innovation (IP) practice positively impacted both market effectiveness and profitability, while outbound open innovation (OP) practice only affected profitability. Findings further confirmed the mediating role of IP practice on the relationships of organizational learning capabilities with market effectiveness and profitability. In contrast, OP practice did not mediate the relationships of organizational learning capabilities with market effectiveness and profitability.

Originality/value

To the best of the authors knowledge, this is among the first study contributing to the extant innovation literature in terms of investigations into the significant and complex interrelations of organizational learning capabilities, OI and FP in a single study, demonstrating various theoretical implications in the context of manufacturing SMEs in emerging countries. Overall, the findings of this study confirmed that the owners/managers of the UAE’s manufacturing SMEs need to be acquainted with the need of creating a working environment fostering organizational learning processes and capabilities to enhance IP and OP activities, thereby improving their market effectiveness and profitability.

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 performance…

2106

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

Keywords

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 context of…

1636

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

Keywords

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.

1844

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

Keywords

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…

2493

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

Keywords

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…

1744

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

Keywords

Article
Publication date: 12 January 2024

Mohammad Khalid AlSaied and Abdullah Abdulaziz Alkhoraif

In the era of hyper-competitiveness, firms, especially project-based management structures, have to focus on ideas for both new and existing sets of products and services, i.e…

Abstract

Purpose

In the era of hyper-competitiveness, firms, especially project-based management structures, have to focus on ideas for both new and existing sets of products and services, i.e. ambidextrous innovation. The ambidextrous innovation can be helpful, but achieving such a level is a problem to be solved. This study aims to yield ambidextrous innovation by using innovative culture and knowledge that has been gained from learning.

Design/methodology/approach

The present research collected data from Saudi Arabian public-sector firms. The data collected is analyzed using the partial least squares structural equation modeling (PLS-SEM).

Findings

The findings of the study suggest that a range of factors can be operationalized in project-based firms to establish organizational learning and innovation culture. These factors include agile-based project management, leveraging existing innovative capabilities and growth mindset in case of innovative organizational culture and additional factors of agile-based knowledge management along with others in case of organizational learning. The PLS-SEM further concluded that both organizational learning and innovative organizational culture, in turn, help project-based Saudi Arabian public-sector firms to develop their ambidextrous innovation capability.

Originality/value

The PLS-SEM further concluded that both the organizational learning and innovative organizational culture, in turn, help project-based Saudi Arabian public-sector firms to develop their ambidextrous innovation capability.

Open Access
Article
Publication date: 13 June 2023

Ana Clara Berndt, Giancarlo Gomes, Felipe Mendes Borini and Roberto Carlos Bernardes

This study aims to analyze the organizational learning capability relationship with operational performance and frugal innovation across Brazilian companies.

1321

Abstract

Purpose

This study aims to analyze the organizational learning capability relationship with operational performance and frugal innovation across Brazilian companies.

Design/methodology/approach

Quantitative research was performed using collected data from 154 firms, which were analyzed using structural equation modeling.

Findings

The results showed that organizational learning capability is an antecedent of frugal innovation. The results also predict a better operational performance for companies that actively innovate cost-effectively. Another result was the positive relationship between the organizational learning capability and the operational performance. The authors found that the indirect and positive relationship between organizational learning capability, frugal innovation and operational performance was confirmed, reinforcing the literature.

Research limitations/implications

A theoretical implication of this study can be seen in the establishment of the relationship between organizational learning capability, frugal innovation and operational performance since no studies linking these variables together were found. Therefore, the organizational learning capability and the frugal innovation can be considered facilitators of the operational performance.

Practical implications

Managers should consider organizational learning and frugal innovation when thinking about firms’ operational performance. In this way, to facilitate and achieve higher performance, it was found that organizational learning capability and frugal innovation have a great deal of impact on operational performance.

Social implications

At frugal innovation, the needs of citizens are prioritized. It is a great instrument to face crises since it consists of developing simpler and cheaper products and services quickly, making them accessible to a larger group of consumers.

Originality/value

This study seeks to understand whether Brazilian companies are moving toward a more frugal innovation strategy. The study opens the possibility of showing whether the organizational learning capability has also impacted this change.

Details

RAUSP Management Journal, vol. 58 no. 3
Type: Research Article
ISSN: 2531-0488

Keywords

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 non-linear…

1075

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

Keywords

1 – 10 of over 66000