scholarly journals Main Factors of Organizational Learning Capabilities on Product Innovation Performance

2012 ◽  
Vol 1 ◽  
pp. 544-547 ◽  
Author(s):  
Hamid Tohidi ◽  
Mohammad Mehdi Jabbari
Keyword(s):  
Organizational Learning ◽  
Product Innovation ◽  
Innovation Performance ◽  
Learning Capabilities ◽  
Main Factors

scholarly journals The Impact of Organizational Learning Capability on Product Innovation Performance: Evidence from the Turkish Manufacturing Sector

2016 ◽  
Vol 6 (1) ◽  
pp. 70-84 ◽  
Author(s):  
Özlem Yaşar Uğurlu ◽  
Mustafa Kurt
Keyword(s):  
Organizational Learning ◽  
Empirical Data ◽  
Product Innovation ◽  
Positive Relationship ◽  
Manufacturing Sector ◽  
Innovation Performance ◽  
Learning Capability ◽  
The Impact ◽  
The Relationship

This study aims to examine the effect of organizational learning capability on product innovation performance in the manufacturing sector using empirical data. A survey was conducted with 120 firms that were on the list of Top 1000 Firms of Turkey and registered with the Istanbul Chamber of Industry, to examine the relationship between the dimensions of organizational learning capability and the dimensions of product innovation performance. The findings of the study indicate a positive relationship between organizational learning capability and product innovation performance.

ORGANISATIONAL ANTECEDENTS OF INNOVATION PERFORMANCE: AN ANALYSIS ACROSS 32 EUROPEAN COUNTRIES

2020 ◽  
pp. 2150037
Author(s):  
FERRY KOSTER
Keyword(s):  
Organizational Learning ◽  
Product Innovation ◽  
Manufacturing Sector ◽  
Innovation Performance ◽  
European Countries ◽  
Learning Theories ◽  
Innovation Studies ◽  
The Third ◽  
Company Survey ◽  
Using Data

While innovation studies generated a great number of insights regarding the conditions under which innovation performance occurs, there are two main points of criticisms. First, many studies focus on a narrow conception of innovation (namely product innovation). Second, many studies are based on data from the manufacturing sector. The present analysis aims to overcome these criticisms by analyzing a broad indicator of innovation across multiple sectors. Hypotheses are formulated guided by organizational learning theories of innovation. These hypotheses are tested using data from the third European Company Survey.

scholarly journals THE MODERATING ROLE OF ORGANIZATIONAL LEARNING CAPABILITIES ON THE RELATIONSHIP BETWEEN TQM PRACTICESAND INNOVATION PERFORMANCE

2021 ◽  
Vol 9 (11) ◽  
pp. 188-192
Author(s):  
Ahmed Rashid Saleem Al-Jabri ◽  
◽  
Universiti Utara Malaysia ◽  
Keyword(s):  
Organizational Learning ◽  
Quality Management ◽  
Total Quality Management ◽  
Competitive Advantage ◽  
Management Practices ◽  
Innovation Performance ◽  
Management Support ◽  
Total Quality ◽  
Top Management Support ◽  
Learning Capabilities

Total quality management (TQM) has gained importanceglobally, in order to gain a competitive advantage. Implementation of quality management is a problem faced by many sectors. The aim of the current study is to develop a model that can be implemented in any sector in order to improve the quality management practices as well as enhancing innovation performance in order to gain a competitive advantage. The conceptual model developed in the current study is supported by the previous studies. The current study asserts that TQM practices (top management support, customer focus, continuous improvement, employee involvement)as one set of practicesaffect the innovation performance, and this relationship is moderated by organizational learning capabilities. By researching databases such as JSTOR, Emerald, Tylor and Francis etc., the study was able to offer literature support. The keywords such as organizational learning, innovation, total quality management, organizational learning as a moderator etc were used to find the literature. The current study also provides the recommendations and limitations as well as the conclusion.

scholarly journals Integrasi Fleksibilitas Strategis dan Kapabilitas Pembelajaran Organisasi sebagai Second-order Factor terhadap Kinerja Inovasi dan Perusahaan

2020 ◽  
Vol 10 (1) ◽  
pp. 73
Author(s):  
Emiliana Sri Pudjiarti ◽  
Honorata Ratnawati Dwi Putranti
Keyword(s):  
Organizational Learning ◽  
Business Performance ◽  
Small And Medium Enterprises ◽  
Innovation Performance ◽  
Strategic Flexibility ◽  
Learning Capability ◽  
Internal Resources ◽  
Learning Capabilities ◽  
Medium Enterprises

<span lang="EN-US">T</span><span>egal was once dubbed Japan's Indonesia, but the presence of the disruption era caused turbulence for Tegal metal SMEs (<em>Small and Medium Enterprises</em>). Many SMEs are not ready to face the changes that occur so that the bankrupt. Facing this situation, efforts are needed to maintain it. Efforts are made, among others, through the company's dynamic ability to manage the organization's internal resources. This study aims to examine the role of strategic flexibility and innovation performance as a mediating relationship between organizational learning capability and business performance. The objects in 224 SME</span><span lang="EN-US">’</span><span>s of metal smelting and casting in Tegal were randomly selected. The tool tests the hypothesis using the structural eqution model (SEM). The results of the study concluded that strategic flexibility reinforces the positive effect of organizational learning capabilities on innovation performance and business performance, so that when strategic flexibility is high, business performance will increase higher, when associated with high innovation performance. Strategic flexibility is a source of competitive advantage that is supported by the role of management, and is driven by superior employees as organizational assets. So the company has the ability to be responsive and adaptive to changes that occur. This finding is a mechanism for navigating to face market turbulence and competition.</span>

The roles of CEO transformational leadership and organizational factors on product innovation performance

2018 ◽  
Vol 21 (2) ◽  
pp. 227-249 ◽  
Author(s):  
Tharnpas Sattayaraksa ◽  
Sakun Boon-itt
Keyword(s):  
Transformational Leadership ◽  
Organizational Learning ◽  
New Product Development ◽  
Product Innovation ◽  
Organizational Factors ◽  
Innovation Performance ◽  
Equation Modeling ◽  
Content Type ◽  
Innovation Culture ◽  
Practical Implications

Purpose The purpose of this paper is to examine the direct and indirect effects of CEO transformational leadership on product innovation performance. This research investigates the mechanism between CEO transformational leadership and product innovation performance, to understand the process through which transformational CEOs exert their influence. Design/methodology/approach This study is a quantitative research. Data were collected from 269 manufacturing firms in Thailand through a mail survey. This research applied a two-step structural equation modeling process. Findings The results indicate that CEO transformational leadership indirectly affects product innovation performance through an innovation culture, organizational learning, and the new product development (NPD) process. CEO transformational leadership has a strong effect on innovation culture and organizational learning. Organizational learning is strongly associated with the NPD process, which significantly leads to product innovation performance. By integrating the knowledge of leadership and operations management fields, this study helps extend the understanding of how leaders at the top of an organization influence the NPD process and product innovation outcomes. Practical implications For practical implications to be more effective, CEOs focusing on product innovation should develop their skills and behaviors of transformational leadership to foster innovation culture and organizational learning, which in turn will affect product innovation performance. Originality/value This study makes a contribution to the literature by filling the research gaps proposed by several prior studies and offering a theoretical framework of the relationship between CEO transformational leadership and product innovation performance.

Knowledge Management and Innovation Performance a Mediated-Moderation Model

2021 ◽  
Author(s):  
Ferry Koster
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Dynamic Capabilities ◽  
Capabilities Approach ◽  
Innovation Performance ◽  
Mediated Moderation ◽  
Learning Practices ◽  
Learning Capabilities ◽  
Moderation Model ◽  
The Relationship

This study aims at explaining innovation performance of organizations as a combination of resources and capabilities. This study starts with asking the question how the relationship between firm-specific knowledge and innovation performance can be explained. To answer this question, insights from the resource-based view (RBV) and the dynamic capabilities approach (DCA) are combined. This leads to a set of hypotheses. The first hypothesis states that knowledge-specificity and innovation performance are positively related. The second hypothesis states that organizational learning practices mediate the relationship between knowledge-specificity and innovation performance. Then, two contrasting hypotheses are formulated stating that the relationship between knowledge-specificity and organizational learning practices of organizations is strengthened or weakened by the level of autonomy. Together these hypotheses lead to a mediated-moderation model of knowledge-specificity and innovation performance. The model is tested using a mediated-moderation analysis on a sample of 673 private organizations in the Netherlands. The analyses show that there is a positive relationship between knowledge-specificity and innovation performance and that this relationship is mediated by the extent to which organizations apply learning practices. Hypotheses 1 and 2 are thus supported. Furthermore, the level of autonomy weakens the relationship between knowledge-specificity and organizational learning practices. This study’s main contribution lies in combining theoretical insights from the RBV and the DCA, applying them to the field of knowledge management, and testing them empirically. The analyses lead to two insights for organizations interested in increasing their innovation performance. First, investing in learning capabilities enhances innovation performance. Second, organizations based on general knowledge can grant work autonomy to employees to enhance their ability to learn.

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