Energizing Organizational Learning and Organizational Performance: Human Capital Theory Perspective

Abstract

This paper examines how energizing the organizational learning process improves embroidery SMEs' performance in Indonesia. Quantitative research was conducted to test the suggested model's relationships. We use covariancebased SEM to analyze the relationship between variables. To achieve the objectives of this study, a survey method was used for 205 SMEs consisting of owners, managers, and managers from a population of 280 embroidery SMEs in Tasikmalaya Regency and City, West Java. This study proposes a conceptual paradigm to energize organizational learning processes to improve the performance of embroidery SMEs in a dynamic environment. The findings show that the energizing organizational learning process positively affects embroidery business performance. The authors also discovered that an energizing corporate learning process moderates the relation between transformative leadership and organizational performance. This research only uses one type of leadership. It is possible to use several other types of leadership to be tested in an empirical model. Additionally, more sample variety should be considered in terms of cross-cultural comparative studies. This study addresses gaps in the literature and practice of transformational leadership, examining the interaction between energizing organizational learning processes and the efficacy of SME teamwork.

Tracing the Meaning of Rastra Sewakottama's Philosophy as a Tool for Controlling Violations in Police Management (Study at Palopo City Police Station)

“…This statement by the Chief of Police is in accordance with research conducted by Węziak-Białowolska et al, (2020) which said that the character of the leader can move the organization optimally. That a leader who is able to place his personnel in accordance with the abilities possessed can improve organizational performance (Soelton et al, 2023;Yusuf and Yulianeu, 2023).…”