Impact of organizational learning culture on organizational effectiveness: a serial mediation analysis with knowledge sharing and employee competencies

Meher, Jamini Ranjan; Nayak, Lagna; Mishra, Rabindra Kishore; Patel, Gokulananda

doi:10.1108/vjikms-10-2021-0230

Cited by 23 publications

(20 citation statements)

References 71 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The second hypothesis got accepted which posited that a knowledge-sharing culture has an effect on enterprise performance. Meher et al (2022) found similar results which revealed that the knowledge-sharing ability of the employees develops the capability to attain a competitive advantage. Knowledge is an important asset for the organization, thus promoting a culture of knowledge sharing not only develops the interpersonal skills of the employees but also the firm’s performance.…”

Section: Discussionmentioning

confidence: 52%

“…The knowledge-sharing ability of the employees develops the capability to attain a competitive advantage ( Meher et al, 2022 ). Researchers argued that knowledge sharing culture encourages the capabilities of the employees and organization to develop new products, involve in change, and show a willingness to increase the overall performance of the organization ( Li et al, 2020 ).…”

Section: Review Of Literature and Hypotheses Developmentmentioning

confidence: 99%

See 1 more Smart Citation

Fostering Enterprise Performance Through Employee Brand Engagement and Knowledge Sharing Culture: Mediating Role of Innovative Capability

Zhang

2022

Front. Psychol.

View full text Add to dashboard Cite

Enterprise performance is a critical component of any organizational success that is directly affected by its employees and the culture prevailing in the organizations. In order to gain strategic advantage from the employee brand equity it is important that organizations make efforts in retaining such employees that benefit the organizations. Therefore, this research examines the impact of employee brand equity and knowledge sharing culture on the enterprise performance with the mediating role of innovative capabilities. A self-administered survey was conducted among the 323 employees of information technology sector working in the software houses in China. Smart PLS has been used to analyze the data through partial least square structural equation modeling. Results of the study have demonstrated that knowledge sharing culture plays a significant role in the enterprise performance while employee brand equity could not find statistically significant impact on enterprise performance. In addition, the SEM analysis further showed that employee brand equity and knowledge sharing culture play a significant role in the innovative capabilities. Results also revealed that innovative capabilities mediate the effect of employee brand equity and knowledge sharing culture variables on the enterprise performance. This research enriches the literature by examining the role of knowledge sharing culture in enterprise performance and innovative capabilities. This research further offers certain implications for the human resource department in developing their human resources. This can be achieved by availing the maximum skills of the branded employees by creating learning opportunities for the other employees through training sessions where they help and share their experiences.

show abstract

Section: Discussionmentioning

confidence: 52%

Section: Review Of Literature and Hypotheses Developmentmentioning

confidence: 99%

Fostering Enterprise Performance Through Employee Brand Engagement and Knowledge Sharing Culture: Mediating Role of Innovative Capability

Zhang

2022

Front. Psychol.

View full text Add to dashboard Cite

show abstract

“…When an employee is proactive in their learning, they are more likely to seek out new learning opportunities and take the initiative to develop new skills and knowledge. This can lead to improved job performance, increased job satisfaction and a greater sense of engagement and motivation in the workplace (Meher et al, 2022). Therefore, when leaders effectively inquire and hear workers in this manner, individuals feel encouraged to learn through brief dialogues and discussions.…”

Section: Organizational Culturementioning

confidence: 99%

Innovation and organizational learning practices in tourism and hospitality sector: a gender-based perspective

Khalid

Hamid

Raza

et al. 2023

EBR

View full text Add to dashboard Cite

Purpose In today’s digital age, technology is advancing at an unprecedented pace, and businesses that fail to keep up risk falling behind their competitors. This requires not only investing in technological resources but also creating a culture that values and encourages women in technological learning and innovation in the tourism and hospitality sector. This study aims to investigate the consequences of organizational learning on firm innovation directly and indirectly with cultural and technological perspectives. Design/methodology/approach The study carries out a quantitative approach, and data is collected from 398 women entrepreneurs from Thailand’s tourism and hospitality sectors. The statistical software Smart-PLS was used to analyze the data. Findings The findings revealed that organizational learning (the learning orientation and learning process) significantly influence firm innovation and organizational culture. Organizational culture also significantly mediates learning orientation, learning process and firm innovation, while learning leadership was found to be insignificant in relationship with organizational culture and firm innovation. However, technological knowledge has a significant moderating influence between organizational culture and firm innovation. Originality/value This study’s focus on the role of learning practices among women-owned small medium enterprises is a valuable contribution to the literature on innovation and entrepreneurship. These provided dimensions that can be helpful for women entrepreneurs to enhance firm innovation. The study shed light on the importance of diverse kinds of learning practices that change the patterns of innovation. This study also provides directions to practitioners to develop and implement business innovation strategies from women’s perspectives.

show abstract

“…Therefore, learning culture is addressed in this study and defined as organizational set of norms and values to perform a function (Srirama et al, 2020). Prior studies have shown that organizational learning culture is an effective additive to engage employee at workplace (Akgün et al, 2023; Kucharska & Bedford, 2020; Meher et al, 2022; Srirama et al, 2020). In pandemic scenario authors like Blaique et al (2022) have confirmed positive linkage between organizational learning culture and employee work engagement in time of crisis.…”

Section: Literature Reviewmentioning

confidence: 99%

Nurturing Employee Engagement at Workplace and Organizational Innovation in Time of Crisis With Moderating Effect of Servant Leadership

Dalain

2023

Sage Open

View full text Add to dashboard Cite

The current study strives to examine the impact of HR practices, working condition, intergroup relations, goal congruence, passion for work and organizational learning culture toward employee engagement and organizational innovation. In addition to that the moderating effect of servant leadership is tested between employee engagement and organizational innovation. The research design of this study is grounded in quantitative research approach. Data were retrieved from employees working in Saudi manufacturing organizations. Overall, 241 respondents have participated in this voluntarily research survey. Research framework was tested with structural equation modeling technique. Results revealed that human resource practices, working condition, intergroup relations, passion for work, goal congruence and organizational learning culture have explained large variance [Formula: see text] 52.8% in measuring employee work engagement. Similarly, organizational innovation is measured with employee work engagement and servant leadership and explained substantial 55% variance in organizational innovation. Likewise, the results of the blindfolding analysis revealed substantial predictive power [Formula: see text] 41.4 to predict organizational innovation. Therefore, in determining employee work engagement at workplace goal congruence has shown substantial effect size [Formula: see text] when compared with other exogenous constructs. Practically, this research suggests that goal congruence, human resource practices, and servant leadership are core factors which enhance employee engagement at workplace and organizational innovation in time of crisis and therefore need managerial attention. This study is unique as it examines employee engagement behavior with an integrative research framework. In addition to that the role of servant leadership has been studied as moderator between the relationship of employee engagement and organizational innovation.

show abstract

Impact of organizational learning culture on organizational effectiveness: a serial mediation analysis with knowledge sharing and employee competencies

Cited by 23 publications

References 71 publications

Fostering Enterprise Performance Through Employee Brand Engagement and Knowledge Sharing Culture: Mediating Role of Innovative Capability

Fostering Enterprise Performance Through Employee Brand Engagement and Knowledge Sharing Culture: Mediating Role of Innovative Capability

Innovation and organizational learning practices in tourism and hospitality sector: a gender-based perspective

Nurturing Employee Engagement at Workplace and Organizational Innovation in Time of Crisis With Moderating Effect of Servant Leadership

Contact Info

Product

Resources

About