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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.

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.

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

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

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

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.

The objective of this study is to analyze the relationship between leaders' forgiveness and organizational performance using radical innovation as an explanatory variable.

The study was conducted in a sample frame of 11,594 Spanish companies. A total of 600 valid questionnaires were obtained. The structural equations were used to validate the proposed hypotheses.

Results confirmed the hypotheses proposed in the model: the authors provided, through structural equations, empirical evidence of the relationship between leaders' forgiveness and organizational performance, mediated by radical innovation. Leaders' forgiveness promotes radical innovation and, in turn, performance.

The sample of companies is heterogeneous in terms of firm turnover, size and age. The study is focused on radical innovation.

The present study may help to develop more humane policies to manage human resources, by taking into account employees' feelings and needs.

The business field is closer to competitive values and has traditionally underestimated the importance of leaders' forgiveness. This is one of the few studies that empirically analyze the consequences of leaders' forgiveness within organizations.

Examines the relationship between organizational learning and product design management while, at the same time, analysing the repercussions they may have on performance, in the Spanish ceramic tile sector. A comparative case study of four companies from this sector enabled the construction of a theoretical model, which linked the factors that facilitate organizational learning, in the context of product design management, with the activities of this practice. In this model, 14 factors are seen as being essential to the existence of organizational learning and may be divided into two groups: one related to the activities that have to do with the conceptual‐analytical phase of the product design process, and the other linked to the activities related to the creative‐technical phase. All these factors are positively associated with efficient product design management and with improved business performance.

Based on the upper echelons and organisational identification theories, this paper focuses on the relationship between servant leadership and firm innovativeness, as well as the underlying mechanisms that explain this relationship. More specifically, we analyse the relationship between servant leadership, firm innovativeness and corporate social responsibility to employees (CSRE).

A total of 285 Spanish firms took part in the study, and 570 questionnaires were gathered. Structural equation modelling was used to validate the proposed hypotheses.

Results suggest that servant leadership has a positive relationship with firm innovativeness, and this relationship is fully mediated by CSRE.

HR managers have an overall view of their company and of the behaviour of other leaders. However, future research should also consider employees perceptions. The present study is cross-sectional, and it would be interesting to study the development of the interaction between leaders and followers, which calls for longitudinal and multilevel studies.

According to our results, managers could foster firm innovativeness if they select and promote leaders who display the different leadership behaviours related to servant leadership: empowerment, servitude, accountability, courage, authenticity, humility and stewardship. Moreover, training programmes should also foster these behaviours.

Few empirical studies analyse the relationship between servant leadership and innovation. The main contribution of the present research is to further the current knowledge of this relationship by disentangling the mediating role of corporate social responsibility to employees.

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).

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.

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.

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.

Product design is an essential aspect of the process of new product development and innovation, the efficiency of which depends on the existence of some kind of management. However, there is no generally accepted agreement as to exactly what activities this management involves, nor any analyses of the most suitable context for it to develop in or of the relationships that link these activities with performance. In this paper, we study product design management in depth and examine in what way and in which contexts it contributes to an improvement in performance. In order to do so, we carried out a case study of four companies from the Spanish ceramic tile sector that also revealed the activities of an efficient product design management. These were divided into two phases of the product design process: the analytical‐conceptual and the technical‐creative phases.

The purpose of this paper is to provide empirical evidence of the relationship between end-user computing satisfaction (EUCS) and radical innovation, using organizational learning as an explanatory variable.

An empirical study was conducted in a population of 402 Spanish companies. A sample of 251 valid questionnaires was obtained. Structural equations were used to validate the proposed hypotheses.

Organizational learning capability fully mediates the relationship between EUCS and radical innovation.

The sample of companies is heterogeneous in terms of size, sector, age and market share. The study uses single informants.

Results highlight the need to implement adequate information systems to promote radical innovation. In addition, it is necessary to facilitate organizational contexts that encourage dialogue, experimentation, risk-taking, participative decision-making and openness to the external environment.

This research contributes to the study of alternative antecedents of radical innovation by highlighting the importance of EUCS.

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.

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.

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.

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.

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.

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.

The purpose of this paper is to analyze learning organization by comparing with other types of organizations. This typology is based on the levels of consciousness and relates each type of organization with a level of learning and an organizational structure.

This is a conceptual paper based on the concept of levels of consciousness.

The paper proposes that learning organization requires the highest level of consciousness.

The paper uses the levels of consciousness to compare learning organization with other types of organizations.

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

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.

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.

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.

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.

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.