The effect of organizational learning and Web 2.0 on innovation

2015 ◽  
Vol 53 (9) ◽  
pp. 2060-2072 ◽  
Author(s):  
Shouzhen Zeng ◽  
Joaquin Gonzalez ◽  
Clemente Lobato
Keyword(s):  
Organizational Learning ◽  
Firm Performance ◽  
Web 2.0 ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Structural Equation ◽  
Hotel Industry ◽  
Sustainable Competitive Advantage ◽  
Content Type ◽  
Top Managers

Purpose – The purpose of this paper is to analyse the relationships between Web 2.0 adoption, innovation, organizational learning and organizational performance in the hotel industry. Design/methodology/approach – A sample of four and five-star hotels provides the data. The fieldwork took place between February and June 2013. The questionnaire was sent to top managers of Chinese hospitality firms that provide their e-mail addresses on the main Chinese tourism web pages. The final sample comprises 278 hotels. This percentage of responses yields a sample error of 6.9 per cent for a 95 per cent confidence level. The authors followed a two-step approach for structural equation modelling, using EQS 5.7 software to conduct the tests. Findings – Results suggest that competitive advantage in the hotel industry requires firm strategies focusing on Web 2.0, innovation capacity and organizational learning. This finding contributes to the strategic management field by offering an explanation of the differences in firm performance within a particular industry. Therefore, the findings mark an important contribution to the literature, introducing a new variable that mediates the relationship between Web 2.0 and firm performance. Originality/value – The results hold that Web 2.0 adoption is crucial for enhancing innovativeness, which is a fundamental source of sustainable competitive advantage. In addition, organizational learning also has a positive effect on innovativeness. Innovation, which is the essence of competitive advantage, is a key concept for firms nowadays.

Organizational learning capability, innovation and organizational performance

2019 ◽  
Vol 24 (1) ◽  
pp. 151-172 ◽  
Author(s):  
Mahmoud M. Migdadi
Keyword(s):  
Organizational Learning ◽  
Organizational Performance ◽  
Structural Equation ◽  
Measurement Model ◽  
Research Literature ◽  
Equation Modeling ◽  
Future Research ◽  
Learning Capability ◽  
Content Type ◽  
Managerial Practices

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.

scholarly journals Are altruistic leaders worthy? The role of organizational learning capability

2015 ◽  
Vol 36 (3) ◽  
pp. 271-295 ◽  
Author(s):  
Fermín Mallén ◽  
Ricardo Chiva ◽  
Joaquín Alegre ◽  
Jacob Guinot
Keyword(s):  
Organizational Learning ◽  
Organizational Performance ◽  
Structural Equation ◽  
Equation Modeling ◽  
Future Research ◽  
Leader Behaviors ◽  
Learning Capability ◽  
Content Type ◽  
The Relationship

Purpose – The purpose of this paper is to investigate the relationship between altruistic leader behaviors, organizational learning capability and organizational performance. Design/methodology/approach – The sampling frame consists of several databases or listings of business that consider people as a key element of the organization and are considered by their employees to be good firms to work for or organizational environments where human resources management has high priority (n=251). The authors use structural equation modeling to test if the relationship between altruistic leader behaviors and organizational performance is mediated by organizational learning capability. Findings – Results suggest that organizational learning capability fully mediates between altruistic leader behaviors and organizational performance. Thus, organizational learning capability plays a key role in explaining how altruistic leader behaviors affect organizational performance, essentially because it facilitates the creation of a creative, participatory and dialogue-based environment that promotes organizational learning. Research limitations/implications – The database used in the study is very heterogeneous. Future research might delimit the database by organization size or sector. Qualitative studies may also improve our understanding of the relationships studied and enable other concepts to be included. Practical implications – This study provides evidence of the positive relationship between altruistic leaders and performance. However, recruiting and fomenting altruistic leaders is not sufficient on its own to improve performance, and should be accompanied by implementing other facilitating factors of organizational learning such as dialogue or experimentation. Originality/value – In recent years some studies have linked leadership with organizational learning. However, this is one of the first studies to concentrate on altruistic leader behaviors as such, a concept that has received scant mention in the literature despite its importance in a number of leadership styles, and its relevance today as an alternative to the egotistic leader. The authors offer empirical evidence of the role of altruistic leader behavior as an antecedent of organizational learning capability and subjective measures of performance.

scholarly journals Strategic Adjustment Capacity, Sustained Competitive Advantage, and Firm Performance: An Evolutionary Perspective on Bird Flocking and Firm Competition

2017 ◽  
Vol 2017 ◽  
pp. 1-14
Author(s):  
Shou Chen ◽  
Shiyuan Wu ◽  
Chao Mao ◽  
Boya Li
Keyword(s):  
Organizational Learning ◽  
Firm Performance ◽  
Competitive Advantage ◽  
Sustainable Competitive Advantage ◽  
Learning Capability ◽  
Learning Capacity ◽  
Strategic Adjustment ◽  
Organizational Learning Capacity ◽  
Inertia Control ◽  
Operational Capacity

Imitating the positioning rules in the bird flocking system, the strategic adjustment capacity is decomposed into three aspects, which are the organizational learning capacity from the top firms, the extent to which firms maintain or rely on the best operational capacity vector in history, and the ability to overcome the disadvantage while maintaining the advantage of the operational capacity vector from the previous years, respectively. Financial vectors are constructed to represent the results of corporate strategic adjustment and listed firms in the China A stock are chosen as the samples. As empirical analysis reveals, there is a positive correlation between the organizational learning capacity from the top firms and the firm performance and a U-shaped relation between the learning capability from the previous best operational capacity vector and the firm performance. However, no significant correlation between the inertia control ability of the current operational capacity vector of the firms and their performance improvement can be observed. This study verifies that the issue of corporate competitiveness and performance can be investigated by utilizing the principles of competition in nature. Moreover, a firm can obtain a sustainable competitive advantage by improving its ability to learn from top firms in the industry.

Assessing the mediating effect of sustainable competitive advantage on the relationship between organisational innovativeness and firm performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Vural Çağlıyan ◽  
Melis Attar ◽  
Aleem Abdul-Kareem
Keyword(s):  
Firm Performance ◽  
Competitive Advantage ◽  
Customer Value ◽  
Business Performance ◽  
Mediating Effect ◽  
Survey Method ◽  
Sustainable Competitive Advantage ◽  
Content Type ◽  
Theoretical Contribution ◽  
The Relationship

Purpose This study aims to assess the mediating effect of sustainable competitive advantage (SCA) on the relationship between organisational innovativeness (OI) and performance of small- and medium-sized enterprises (SMEs) operating in Konya, Turkey. Design/methodology/approach A survey method is used to collect the necessary data for this research. A total of 264 respondents from 83 SMEs partook in the study. In choosing the sample size, both purposive sampling and simple random techniques are used. The data gathered are analysed using SPSS program and Hayes PROCESS macro v.3.4.1. Findings The results of the analyses reveal that OI has a statistically significant positive effect on SCA and firm performance (FP). Moreover, SCA is found to have a mediating effect on the relationship between OI and FP. Practical implications Policymakers and management of SMEs need to show great commitment to innovativeness and relate it to SCA to create superior customer value, thereby leading to a holistic and long-term FP. Originality/value This study brings to the fore empirical evidence on how SCA serves as a mediator between OI and FP. It also contributes to the literature by focusing on three distinct but related variables. The study makes theoretical contribution by highlighting the role of the resource-based theory in enhancing business performance and SCA through strategic internal resources and innovative activities.

Does law as resource bring a competitive advantage to companies?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fernando Teixeira ◽  
João J. Ferreira ◽  
Pedro Mota Veiga
Keyword(s):  
Competitive Advantage ◽  
Structural Equation Model ◽  
Structural Equation ◽  
Design Methodology ◽  
Equation Model ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Business Law ◽  
Content Type ◽  
The Law

Purpose Resources and their analysis are essential to understand better companies’ internal and external dynamics and the weight each has in obtaining competitive advantages over the competition. This study aims to address the law and legal knowledge as a fundamental resource for companies to succeed in the markets to obtain a sustainable competitive advantage. Design/methodology/approach Based upon a sample of 200 managers, a structural equation model was used to validate the hypotheses under study. Findings Results show awareness and managers’ perception of the importance of law as a resource and its advantages for companies and the dichotomy between recognising this importance and not using it consistently. Originality/value Knowing the scope of business law and its growing importance for companies and being academically aware of the inexistence of studies that analyse the law as an individualised resource for companies, this study has a crucial contribution to the interconnection of these two fields – business and law.

The triple-a supply chain and strategic resources: developing competitive advantage

2020 ◽  
Vol 50 (2) ◽  
pp. 159-190
Author(s):  
David Gligor ◽  
Javad Feizabadi ◽  
Ivan Russo ◽  
Michael J. Maloni ◽  
Thomas J. Goldsby
Keyword(s):  
Supply Chain ◽  
Firm Performance ◽  
Competitive Advantage ◽  
Market Orientation ◽  
Qualitative Comparative Analysis ◽  
Sustainable Competitive Advantage ◽  
Content Type ◽  
Chain Orientation ◽  
Survey Responses ◽  
Supply Chain Orientation

PurposeScholars have recently begun to empirically evaluate the triple-A supply chain, which emphasizes concurrent capabilities in agility, adaptability and alignment across the supply chain to develop sustainable competitive advantage. Complexity theory suggests however that other combinations of triple-A capabilities may be equally effective, especially given a firm's strategic orientation relative to its market and its supply chain. Our research objective was to examine what combinations of these capabilities lead to the same outcome (i.e. high firm performance).Design/methodology/approachWe collected 182 survey responses from a global sample of supply chain managers. Qualitative comparative analysis (QCA) was employed to assess effective recipes of agility, adaptability, alignment, supply chain orientation, and market orientation.FindingsOur results revealed four distinct “recipes” (i.e. combinations of agility, adaptability, alignment, supply chain orientation and market orientation) that lead to high levels of firm performance.Originality/valueOur results indicate that firms currently do not necessarily have to concomitantly develop capabilities across all triple-A components. Considering the costs associated with developing each of these capabilities, the findings allow us to derive several theoretical and managerial insights.

The role played by job and non-job-related TMT diversity traits on firm performance and strategic change

2016 ◽  
Vol 54 (5) ◽  
pp. 1110-1139 ◽  
Author(s):  
M. Carmen Díaz-Fernández ◽  
M. Rosario González-Rodríguez ◽  
Biagio Simonetti
Keyword(s):  
Firm Performance ◽  
Organizational Performance ◽  
Structural Equation ◽  
Strategic Change ◽  
Mediation Effect ◽  
Integrative Model ◽  
Upper Echelon ◽  
Content Type ◽  
Upper Echelon Theory ◽  
Mediator Role

Purpose – Despite an increasing number of studies focusing on workforce diversity, few consistent results and conclusions have yet been reached (Shore et al., 2009). The purpose of this paper is to develop an integrative model of diversity, taking the Upper Echelon Theory further. Design/methodology/approach – The model proposed tests the influence of job-related and non-job-related (or task-related) top management team (TMT) diversity on firm performance and strategic change. The mediation effect of performance on the TMT diversity-strategic change relation is emphasized in the model. A covariance-based structural equation modelling has been used to test the relationships involved in the research model. Findings – An inverse relation between prior organizational performance and strategic change is found and some TMT diversity predictors appear to be more relevant than others in explaining performance and strategic change. In addition the mediator role of performance significantly influences the TMT diversity composition-strategic change relation. Originality/value – The paper makes several contributions to the existing literature on TMT diversity and the TMT diversity composition-firm performance-strategic change relation.

Isomorphism and organizational performance: evidence from quality management in higher education

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Moritz Ansmann ◽  
Markus Seyfried
Keyword(s):  
Higher Education ◽  
Organizational Learning ◽  
Quality Management ◽  
Organizational Performance ◽  
Organizational Development ◽  
Structural Equation ◽  
Public Higher Education ◽  
Organizational Impact ◽  
Content Type ◽  
Theoretical Question

Purpose Quality management has become an integral part of management reforms in public sector organizations. Drawing on a new institutionalist perspective, this study aims to investigate the relation of management reforms and organizational performance in the context of higher education. Design/methodology/approach The authors analyse the interaction between isomorphic conformity in quality management adoption, organizational learning and quality improvement and, in so doing, address the central theoretical question of what effects isomorphic conformity has on organizational performance. Empirically, the study draws on survey data from quality managers at public higher education institutions in Germany. Methodically, it applies confirmatory factor analysis and structural equation modelling. Findings The results suggest that mimetic isomorphism is surprisingly compatible with processes of organizational learning, and thus, does not inevitably compromise organizational development. Originality/value By presenting these findings, the authors contribute to the controversial theoretical debate concerning the effects of isomorphism and to the ongoing discussion regarding the organizational impact of quality management in higher education.

Strategic factors and significance of organizational innovation and organizational learning in organizational performance

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Bahadur Ali Soomro ◽  
Shahnawaz Mangi ◽  
Naimatullah Shah
Keyword(s):  
Organizational Learning ◽  
Organizational Performance ◽  
Structural Equation ◽  
Organizational Innovation ◽  
Shared Vision ◽  
Organizational Capabilities ◽  
Equation Modeling ◽  
Content Type ◽  
Strategic Factors ◽  
The Impact

PurposeThe study investigates the experience and significance of strategic factors in organizational innovation (OI) and organizational learning (OL). The study also examines the impact of OI and OL on organizational performance.Design/methodology/approachThe study takes a quantitative approach, with cross-sectional data collected to achieve its purpose. The respondents are CEOs of different organizations. The data collection tool, a survey questionnaire, is applied to a random sample. In total, data from 360 usable cases are analyzed to infer the results.FindingsAfter employing structural equation modeling (SEM), the study findings reveal the positive and significant impact of strategic factors on OI and OL, with these factors comprising personal mastery, transformational leadership, a shared vision, proactivity, and the environment. Furthermore, OI and OL have a positive and significant impact on organizational performance.Practical implicationsThe study's findings may reinforce knowledge of the different strategic factors/capabilities needed to attain a satisfactory level of organizational capabilities and, consequently, may increase organizational performance and encourage entrepreneurship. An investigation of these factors may impart benefits to an organization, such as becoming more innovative or providing a boost to learning. Managers of organizations may generate circumstances to make it easier to achieve the growth of these strategic factors/capabilities.Originality/valueThe study's findings may help to develop a better understanding of strategic factors, OI, OL, and organizational performance, particularly in a developing country context.

Strategic drivers for product and process innovation

2019 ◽  
Vol 27 (3) ◽  
pp. 1159-1187 ◽  
Author(s):  
Julio Cesar Ferro De Guimarães ◽  
Eliana Andréa Severo ◽  
Domingos Fernandes Campos ◽  
Walid Abbas El-Aouar ◽  
Fabiana Lucena Bezerra de Azevedo
Keyword(s):  
Organizational Performance ◽  
Structural Equation ◽  
Equation Modeling ◽  
Sustainable Competitive Advantage ◽  
Content Type ◽  
Process Innovations ◽  
Managerial Decisions ◽  
Innovation Product ◽  
Product And Process Innovation ◽  
Product And Process

Purpose The organizations need to use strategic drivers such as market orientation (MO) and knowledge management (KM) for the development of product and process innovations, which can become a major source of sustainable competitive advantage (SCA). However, there is a gap in the use of these precepts, specifically in Brazilian companies. The purpose of this paper is to measure the relationship among MO, KM orientation, innovation (product and process), SCA and organizational performance (OP). Design/methodology/approach The research was developed through a survey in 1,072 companies from the industrial manufacturing, commerce and services activity sectors. For the analysis of data, the study used the structural equation modeling method. Findings This study contributes to managerial decisions in the choice of investment in strategic drivers and innovation, to obtain competitive advantages and economic gains. The results highlight that companies that use market information have formal structures to support innovation processes achieving more successful results. Research limitations/implications The framework proposed in this research can be used for different industries and segments. Originality/value The theoretical value of this paper is the contribution to the literature with the provision of a framework to analyze the strategic drivers, which are antecedents of innovation in different sectors of activity and in different sizes of companies. It is highlighted as managerial contributions, that the study identified evidence that organizations seek a superior OP to the competitor, creating competitive differentials that result in SCA.

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