Table 5 - uploaded by Mustafa Tepeci
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The purpose of this study was (1) to explore the levels and dimensions of Organizational Learning Capability (OLC) and Organizational Innovativeness (OI) and (2) to investigate the effects of OLC on OI. The data were collected from entry and middle level managers of firms, which are the members of Manisa Chamber of Commerce and Industry. The data w...
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Citations
... However, the results did not support this hypothesis, indicating that OLC does not directly influence PIP among SMEFs in the study context. These findings contradict previous studies, such as Ona g et al. (2014) andCurado et al. (2018), which had established a positive relationship between OLC and PIP. ...
... The findings supported this hypothesis, aligning with the work of Fern andez-Mesa et al. (2013), who found that OLC influences PIP through various organisational resources and competencies, including people, knowledge, funds, and systems. This finding contrasts with previous studies such as Alegre et al. (2006), Alegre and Chiva (2008), Fern andez-Mesa et al. (2013), Ona g et al. (2014), and Curado et al. (2018, which consistently established a direct and significant relationship between OLC and PIP. The unique context of SMEFs in developing countries, characterised by their entrepreneurial nature and limited competencies and skills, may explain this result. ...
Purpose
This study underscores the critical importance of knowledge management (KM) in the context of small and medium entrepreneurial firms (SMEFs) that aim to leverage their organisational learning capability (OLC) to enhance their product innovation performance (PIP). Drawing on the foundations of resource-based and contingency theories, this study delves into the impact of OLC on SMEFs' PIP through the intermediary role of KM, focussing on an emerging economy perspective. Additionally, this investigation explores how market dynamism (MDY) moderates the indirect connection between OLC and PIP via KM.
Design/methodology/approach
The study involved 262 SMEFs in Ghana, with data analysis conducted using PROCESS macros in SPSS 23.0 and LISREL 8.50.
Findings
This study's findings underscore the mediating role of KM in shaping the relationship between OLC and PIP. Furthermore, they reveal that, particularly in high MDY environments, the link between KM and PIP through KM is significantly strengthened.
Practical implications
The study clarifies that responding to MDY's demands is a complementary managerial capability enabling firms to channel their KM activities to improve PIP. Effectively, understanding the relationship between MDY and KM could substantially influence the policies and strategies managers adopt to improve PIP for organisational growth and survival.
Originality/value
This study extends the OLC–PIP research and contributes to the growing literature by offering a strong account of how OLC influences PIP and the prevailing boundary conditions that impact the KM-PIP relationship.
... The significant effect of innovation on firm performance was also proven [35]. This was in line with several studies that prove the strong influence of organizational learning on innovation [34,35,50,52]. Likewise, the effect of innovation on firm performance was also significant, and these results were in line with numerous previous studies [37,45,56,57]. ...
Several studies have explored firm performance in the post-Covid-19 pandemic era. However, there is not much research to find reports divulging the complex relationship dynamics between business intelligence, organizational and network learning, customer value anticipation, and creative economy-based small-medium enterprises (SMEs) performance in developing countries. This study aims to uncover the complexity of those relationships. The quantitative data were collected from 313 creative economy-based SMEs in East Java, Indonesia. Using PLS-SEM, this study disclosed that business intelligence practices could not directly impact SMEs' performance. Business intelligence will be crucial to SMEs' performance with the support of organizational learning as a mediator. The finding also confirmed the presence of serial mediation of organizational learning and innovation in the relationship between business intelligence and SMEs' performance. However, the role of network learning and innovation is also important, considering their relatively large direct impact on SMEs’ performance. The theoretical implications of this research broke the boundaries of strategic management theory in resource-based view and knowledge-based view in the latest era, where creative economy-based SMEs have been able to mobilize resources to carry out business intelligence to realize innovation and high performance. Further research is suggested to explore the role of business intelligence in promoting specific performance areas, such as marketing performance, financial performance, and human resource management. In addition, it is advisable to choose more specific research subjects, including those in the culinary subsector, and pay attention to other areas, e.g., the demographics of respondents in the model as a control variable.
... Moreover, scholars have argued that organizational learning and a supportive culture are crucial factors in gaining acquisition advantages and are widely recognized as essential for achieving future organizational success (Chiva et al., 2007). Furthermore, these factors actively promote the development, acquisition, dissemination, and integration of information and knowledge (Onag et al., 2014). Research findings play a crucial role in the progress of knowledgebased economies, particularly in nations like Pakistan that have experienced digital industrialization. ...
After the pandemic (COVID-19), there is a dire need to gain a competitive advantage for tourism organizations which can be accomplished by implementing new technologies to facilitate sustainable healthier services. Given that, the study aims to shed light on the importance of digital leadership to improve sustainable business performance considering the parallel mediation of digital technology and digital technology support in the tourism sector of Pakistan. The sample population consists of technology-based tourism organizations in Pakistan. Cochran’s formula was chosen for sampling, in which 37 organizations with 792 employees were selected for data through a random sampling technique. The collected data were analyzed through structural equation modeling, and findings reveal that digital leadership positively influences sustainable business performance. Furthermore, the mediating role of technological leadership support and digital technologies partially mediates the association between digital leadership and sustainable performance.
... 1996 a learning organisation is a place where people continually expand their capacity to create the results, they truly desire; new and expansive patterns of thinking are nurtured; collective aspiration is set free, and people are continually learning to see the whole (reality) together. Consequently, Saled (2021); Onağ, Tepeci, and Başalp (2014) posit that organisational learning must be evaluated as a strategic capability that can lead to sustainable development which creates, transfers, and institutionalises tacit knowledge, that is valuable, rare, inimitable, and non-substitutable. However, Koenig (2018:1) and Panagiotopoulos, Zogopoulos, and Karanikola (2018:1); (Guru 2022;Koenig 2018;Gonzalez & Martins, 2017;Ungerer, Herholdt and Uys, 2016;Sassenberg, Ellemers & Scheepers, 2012;Lengrick & Lengrick, 2004). ...
This theoretical research explores the potential of applying the learning organisation metaphor within the context of a local municipality to enhance service delivery to its communities. The study examines the implications of embracing Senge\'s disciplines, namely personal mastery, mental models, shared vision, team learning, and systems thinking, for driving a transformation toward a learning organisation. It establishes how the concept of a learning organisation can be understood and applied to facilitate individual, team, and organisational learning within the municipality. By investigating various case studies and examining literature from various authorities, this article also aims to stimulate dialogue among practitioners and scholars on the efficacy of adopting a learning organisation approach within the municipal context, therefore, the grounded theory method was followed to attain the aim. Findings highlight the potential of the learning organisation metaphor as a catalyst for improving service delivery and enhancing community engagement. The limitation of the current study is its focus on a literature review and the study of one local municipality. It is suggested that its implementation warrants further research and practice in the realm of local governance; and that further study could include three or more municipalities located in various provinces within South Africa, using either qualitative, quantitative research methods or the mixed methods approach.
... The need to simultaneously adapt to the present circumstances and reimagining the future demands that organisational leaders adopt paradoxical thinking and action all the time. The study results confirm earlier findings that have reported intimate links between organisational learning capabilities and innovative behaviour (Khaki et al., 2017;Wahyuni et al., 2021; also see Alegre et al., 2012;Ona g et al., 2014;Urban and Gaffurini, 2017). ...
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.
... Moreover, organizational learning is the source of competitive advantage; a key to future organizational success [94,95]; and actively supports information/knowledge creation, acquisition, dissemination, and integration [96]. The research findings are crucial to developing a knowledge-based economy in digitally industrialized nations, such as South Korea, and throughout Asia. ...
In the age of Industry 4.0, the emergence of new technologies is compelling organizations to search for new methods for sustainability. In particular, IT capabilities and organizational learning competencies with digital leadership play crucial roles in managing environmental dynamism, which are profoundly related to sustainable organizational performance in the digital age. This study explored sustainable organizational performance from the perspective of digital leadership (DL) and the role of IT capabilities (IT infrastructure, IT business spanning, IT-proactive stance), as well as organizational learning in sustainable organizational performance. For this research, data from 173 employees from South Korean organizations were collected using an online survey on digital leadership, IT capabilities, organizational learning, and sustainable organizational performance (SOP). Here, an SPSS- and AMOS-based structural equation modeling technique was used to examine the outcomes for analysis. The results confirmed that digital leadership significantly directly affected SOP. Moreover, there was no mediating effect of IT infrastructure and IT business spanning; however, an IT-proactive stance and organizational learning fully mediated the relationship between DL and SOP. This research will aid leadership behavior alongside other knowledge-based studies that empirically tested the role of digital leadership, IT capabilities, organizational learning, and SOP. As digital leadership competencies demand is surging for managing digital challenges alongside the verification of digital leadership behavior and knowledge-based theory, the important role of DL regarding IT capabilities and organizational learning in SOP needs to be prudently considered in the South Korean context.
... Organizational learning capability is the organizational and managerial characteristics that facilitate the organizational learning process or allow an organization to learn as a whole (Onağ, Tepeci, Başalp, 2014). It is also defined as an intrinsic ability of an organization because of which the organization creates, enriches, and utilizes knowledge to outperform its competitors in terms of its competitiveness and performance. ...
This study was conducted to determine the relationship between quality of work life as a function of organizational learning capability and the school climate of technology and livelihood education teachers. Specifically, it determined if organizational learning capability and school climate significantly influence the quality of work life of the TLE teachers. The study a used quantitative non-experimental, descriptive-correlation research design. This was participated by 128 TLE teachers-respondents from different public secondary schools in municipalities of Magsaysay, Bansalan, Matanao cluster of Davao del Sur. It utilized standardized questionnaires on the quality of work life to measure the dependent variable and organizational learning capability and school climate to measure the independent variables and was validated by the experts. Results showed in the analyses that organizational learning capability has a very high descriptive level; school climate has a high descriptive level; and quality of work life has a very high descriptive level. Organizational learning capability and school climate have a significant correlation to the quality of work life. Stepwise linear regression showed the results in the series of models, increasingly by indicators such as knowledge sharing, academic emphasis, dialogue, and participative decision-making signifies that organizational learning capability best influenced the quality of work life of TLE teachers.
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... Need for achievement has long been found to positively relate to learning and speed of performance (Lowell, 1952). Risk propensity was found to be embedded in the concept of organizational learning capability with an assumption that organizational learning will be fostered when people take risks and accept mistakes (Alegre & Chiva, 2008;Onağ et al., 2014). Amy's (2008) study revealed that leaders exhibit a variety of characteristics and competencies, which enable them to become facilitators of organizational learning. ...
... First, the results partially confirm the significant effects of different leadership traits, competencies, and behaviors on organizational learning. Out of the four leadership traits and four competencies, only need for achievement (H1c), risk propensity (H1d), and cognitive competence (H2b) exert significant positive effects on organizational learning; therefore, offering further evidence for previous studies (Jain & Jeppe Jeppesen, 2013;Lowell, 1952;Onağ et al., 2014). On the contrary, core self-evaluation (H1a), narcissism (H1b), results orientation ( Guillory, 2018; Siswanti et al., 2018;Zhang et al., 2018). ...
This study extends prior work by developing a comprehensive framework examining how leadership and organizational learning facilitate the achievement of high performance in organizations. Following quantitative approach, this study used survey questionnaire to collect data from leaders in the tourism sector. SmartPLS was applied to perform PLS-SEM statistical techniques with 638 responses collected. The findings revealed that high performance of tourism firms was directly and indirectly affected by leadership traits, leadership competencies, complexity leadership and organizational learning. This study has a significant contribution to leadership, organizational learning, and organizational high performance literature by providing a comprehensive framework of the relationships among these phenomena. Significant implications for both theory and practice were provided.
... The significant effect of innovation on firm performance was also proven [35]. This was in line with several studies that prove the strong influence of organizational learning on innovation [34,35,50,52]. Likewise, the effect of innovation on firm performance was also significant, and these results were in line with numerous previous studies [37,45,56,57]. ...
... After conducting a systematic literature assessment of management and business publications, Gremme and Wohlgemuth (2017) discovered inconsistencies regarding the nature of DC and its impact on organizational performance. DC was first defined by Teece et al. (2017) as an organizational leader's ability to integrate, build, and reconfigure internal and external competences in response to rapidly changing surroundings. According to Zollo and Winter (2002), DC is a learned and established pattern of collective behavior that organizational leaders utilize to methodically build and change operational routines in order to improve effectiveness. ...
... According to Teece et al. (1997), the DC theory was founded on three tenets that are crucial to successful change adaptation: Sensing, seizing, and reconfiguration (or transformation) are all required for successful change adaption (Day & Schoemaker, 2016;Teece, 2017;Teece, 2018). Pitelis and Wagner (2018) discovered that perceiving, seizing, and reconfiguring have a direct association with the achievement and preservation of sustainable competitive advantage in dynamic corporate contexts. ...
As the current trend in career management changes, it has become increasingly common for organizations to help their employees' career advancement and development internally. Job crafting is an effective activity not only to improve the work efficiency of organizations but also to improve the job satisfaction and wellbeing of their employees. In these backgrounds, the focus of this study was on job crafting and firm agility. The purpose of the study was to investigate the effects of job crafting and firm agility. The four (4) specific objectives were highlighted in line with the aim of the study. The study concluded that through job crafting and firm agility, employees are likely to learn new ways of doing tasks that help them achieve their goals easily. The literature review showed a positive relationship between job crafting and firm agility. The following recommendations were made: for managers who wish to create a culture that supports workplace agility, First, leaders have to acknowledge the significant impact that job crafting has in creating practices and behaviours that promote agility. Therefore, organizational leaders have to examine existing practices and how they affect learning and employee crafting.