Organizational learning capability, innovation and organizational performance

Abstract

Purpose The purpose of this paper is to introduce a comprehensive, delineated and integrated conceptual model which includes organizational learning capability, innovation and organizational performance (OP). Then, an empirical investigation is undertaken to test the relationships among the proposed study model variables. Design/methodology/approach In total, 274 questionnaires were completed and returned. Statistical techniques employed included confirmatory factor analysis to examine the validity of the measurement model, and structural equation modeling to test the hypotheses. Findings The findings of this study suggest that OLC influences innovation and innovation affects OP. Finally, the results show that OLC affects OP indirectly through innovation (mediator). Research limitations/implications Future research should pay more attention to the influence of different mixture (variables) of influences on innovation and also examine other consequences of introducing innovation in organizations. In addition, more empirical papers supporting (or rejecting) the results in different contexts would be welcomed, especially longitudinal studies. Practical implications The results of this study help managers to ascertain the managerial practices that can be employed as well as determine the level of effort and resources necessary to enhance OLC. Additionally, managers should shed additional light on the innovation’s positive implications for OP. Originality/value This study focuses on the conceptualization of OLC and effects of these capabilities on innovation. It conceptualizes innovation as a multidimensional construct and tests its relationship with OP. Finally, the relationship between learning capability and OP, although implied, needs to be addressed empirically in the research literature, an objective that this study tries to achieve.

The effect of technological innovation capabilities on companies' innovation and marketing performance: A field study on Technopark companies in Turkey

“…On the other hand, it can be stated that learning capability has a significant and positive effect on marketing performance. This result is supported by the results of similar studies in the literature (Baker & Sinkula, 1999;Goh & Ryan, 2002;Bontis et al, 2002;Lin et al, 2008;Migdadi, 2019;Pham & Hoang, 2019;Hindasah & Nuryakın, 2020). Another important finding of the study is that marketing capability has a significant and positive effect on marketing performance.…”

The relationship between organizational learning and sustainable performance: an empirical examination

“…learning orientation, the OL processes, OLC, learning organization, for the present discussion, it is crucial to define the concept of OLC. Despite the fact that OLC is present in the literature (Ulrich et al, 1993;Dibella et al, 1996;Goh, 2003;Jerez-G omez et al, 2005;Bhatnagar, 2006;Chiva et al, 2007;Zgrzywa-Ziemak, 2019a), there is no consensus on its definition (Migdadi, 2019). Goh (2003, p. 217) defines OLC quite narrowly from the managerial perspective as "the ability of the organization to implement the appropriate management practices, structures and procedures that facilitate and encourage learning."…”

“…Despite the fact that OLC is present in the literature (Ulrich et al , 1993; Dibella et al , 1996; Goh, 2003; Jerez-Gómez et al , 2005; Bhatnagar, 2006; Chiva et al , 2007; Zgrzywa-Ziemak, 2019a), there is no consensus on its definition (Migdadi, 2019). Goh (2003, p. 217) defines OLC quite narrowly from the managerial perspective as “the ability of the organization to implement the appropriate management practices, structures and procedures that facilitate and encourage learning.” Alegre and Chiva (2008, p. 315) understood OLC from the resource-based view; they see it “as a bundle of tangible and intangible resources or skills the firm uses to achieve new forms of competitive advantage.” Jerez-Gómez et al (2005, p. 2) conceptualize OLC broadly as “the capability of an organization to process knowledge – to create, acquire, transfer, and integrate knowledge, and to modify its behaviour to reflect the new cognitive situation, to improve its performance.” However, in all these concepts, OLC is arbitrarily linked with the improvement of organizational results.…”

“…It is widely accepted that OLC is a multidimensional construct (Jerez-Gómez et al , 2005; Chiva et al , 2007; Jerez-Gómez et al , 2019; Zgrzywa-Ziemak, 2019a), which can be assessed by examining the internal conditions and practices that facilitate OL (Jerez-Gómez et al , 2005; Migdadi, 2019; Zgrzywa-Ziemak, 2019a). There are only a few studies developing the measurement scale of learning capability (Jerez-Gómez et al , 2005; Chiva et al , 2007).…”

Demographic Factors of Corporate E-learning among E-learners in an Oil and Gas Company

“…It has evolved from structured training programs to modern technology-enhanced workplace learning, which happens through the flow of work, on-demand, short pulses, and constant. While acknowledged as necessary for any organization to stay competitive, learning at the workplace is not expected to interrupt the work routine but to merge seamlessly into it because the main purpose of businesses is to generate revenue (Migdadi, 2019). This is where learning technologies facilitate the workplace learning process by enabling the learner to be an active participant rather than a mere observer (Ifenthaler,2018).…”