Organizational Learning Capability for Dynamic Resilience

2022 ◽  
pp. 327-348
Author(s):  
José G. Vargas-Hernández
Keyword(s):  
Organizational Learning ◽  
Scoping Review ◽  
Learning Process ◽  
Dynamic Capabilities ◽  
Empirical Literature ◽  
Learning Approach ◽  
Organizational Resilience ◽  
Design Strategies ◽  
Learning Capability

The purpose of this study is to analyze the strategic organizational learning approach to dynamic resilient capabilities. A scoping review of the theoretical and empirical literature on organizational dynamic resilience capability reveals gaps to be addressed to improve the conceptualization. Under the assumption of some attributes and properties, it is viable to study the organizational resilience learning process leading to the analysis of the organizational resilience strategies. Resilience is addressed through turnaround and dynamic capabilities. Organizational resilience is critical to possessing dynamic capabilities attracting new resources, design strategies, and learning to overcome rigidity and regain stability.

Strategic Analysis of the Organizational Learning Approach to Dynamic Resilient Capability

2022 ◽  
pp. 223-243
Author(s):  
José G. Vargas-Hernández
Keyword(s):  
Organizational Learning ◽  
Scoping Review ◽  
Learning Process ◽  
Empirical Literature ◽  
Strategic Analysis ◽  
Learning Approach ◽  
Organizational Resilience

The purpose of this study is to analyze the strategic organizational learning approach to dynamic resilient capabilities. A scoping review of the theoretical and empirical literature on organizational dynamic resilience capability reveals gaps to be addressed to improve the conceptualization. Under the assumption of some attributes and properties, it is viable to study the organizational resilience learning process leading to the analysis of the organizational resilience strategies.

scholarly journals Organizational learning capability and open innovation

2018 ◽  
Vol 56 (6) ◽  
pp. 1217-1231 ◽  
Author(s):  
Marta Peris-Ortiz ◽  
Carlos Alberto Devece-Carañana ◽  
Antonio Navarro-Garcia
Keyword(s):  
Organizational Learning ◽  
Open Innovation ◽  
Dynamic Capabilities ◽  
Qualitative Comparative Analysis ◽  
Incremental Innovation ◽  
Learning Capability ◽  
Content Type ◽  
Knowledge Based ◽  
Learning Factors ◽  
The Relationship

PurposeThe purpose of this paper is to investigate the relationship between open innovation (OI) and radical and incremental innovation success in knowledge-based companies. The company’s human resources and organizational learning capability are considered as the fundamental nexus of this relationship.Design/methodology/approachAt the conceptual level, the paper analyzes the relationships between dynamic capabilities and OI and between OI and innovation success. Fuzzy-set qualitative comparative analysis (fsQCA) was used to study how innovation is implemented in 29 companies.FindingsFsQCA identifies combinations of factors that facilitate incremental innovations. These combinations reveal the path to implementing company policies that enable incremental innovation and foster radical innovation.Research limitations/implicationsThe nature of the study sample means that the findings should be generalized with precaution. The most valuable implication is the identification of combinations of factors that help companies manage innovation.Originality/valueScarce literature links organizational learning factors and OI to different types of innovation. The use of fsQCA to analyze the cases also marks a breakthrough in the innovation literature.

Organizational learning and unlearning capabilities for resilience during COVID-19

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Daniel Orth ◽  
Philipa Maria Schuldis
Keyword(s):  
Organizational Learning ◽  
Online Survey ◽  
Current Knowledge ◽  
Organizational Structures ◽  
Future Research ◽  
Organizational Resilience ◽  
Causal Connection ◽  
Learning Capability ◽  
Content Type ◽  
Positive Effect

Purpose The purpose of this paper is to empirically validate the positive effect of learning on organizational resilience and, within this relationship, understand the role of unlearning in the COVID-19 crisis context and progress the current knowledge about these concepts. Design/methodology/approach This paper uses online survey data from German and Austrian organizations’ employees to test hypotheses derived from frameworks by Duchek (2019), Stephenson (2010) and Fiol and O’Connor (2017). The used questionnaire is built out of three pre-tested questionnaires to increase reliability. Conceptually, this paper takes a capability approach and a process perspective. Findings The results support the positive effect of organizational learning on resilience, while rejecting the hypothesized moderating effect of unlearning on this relationship. Organizational learning showed to have a particularly strong positive effect on the adaptive capacity of resilience, compared to organizational resilience overall. Practical implications To build a learning capability for organizational resilience, managers should foster an open system culture in their organization, which aims to be generally open to learn and adapt to be able to withstand adversity. During an organizational crisis, managers have the chance to rebuild organizational structures for better information flow, e.g. implementing formal knowledge management structures. Originality/value To the best of the authors’ knowledge, this paper is the first to empirically test the causal connection between organizational learning and resilience in the Central European context during the COVID-19 crisis. The inclusion of unlearning enriches the discourse about its conceptualizations and fosters future research.

scholarly journals Effectiveness in Following Eco Friendly Production Techniques by Large Scale Industries

2019 ◽  
Vol 9 (2S4) ◽  
pp. 398-401
Keyword(s):  
Organizational Learning ◽  
Large Scale ◽  
Dynamic Capabilities ◽  
Technological Development ◽  
Industrial Relations ◽  
Organizational Resilience ◽  
Managerial Ability ◽  
Production Techniques ◽  
New Ideas ◽  
The Impact

This paper examined the impact of industrial relations environment on organizational resilience, with special interest on its implications on managers in Nigeria workplaces. Some industrial relations environments such as economic, socio-cultural, legal-political, technological among others were identified and discussed. Organizational learning, adaptive capacity and dynamic capabilities were the measures of organizational resilience considered in this paper. The paper notes that the resilient ability of an organization develops over time from an organization’s continual adjustment to its environment and adjustment to current adversities affecting it, as well as adapting to recover from pre-perturbation state as much as possible. The paper concludes that for an organization to develop effective resilient ability, management must anticipate disturbances and develop the ability to restore to original state, and to develop new skills in disruptive conditions. Additionally, industrial relations demands managerial ability to successfully scan, understand and interpret the environment which an organization operate in order to develop advantage in building resilience. It recommends that organizations should embrace technology with open arms. Managers and employees should pay greater attention on scientific and technological development, and research as a means of improving their innovative abilities, and generation of new ideas and thoughts in order to successfully adapt to the changing environment in order to develop strong resilience ability. Additionally, managers should ensure that they develop their conceptual and technical skills and knowledge so that they can be able to understand and interpret their operating industrial environment and also use such knowledge to encourage organizational learning, and to develop adaptive abilities, as well as dynamic capabilities in their organizations. Governments should encourage through her agencies, a good industrial relations policies which are capable of encouraging industrial harmony among the parties in industrial relations, as well as providing policy stability for organizations to operate with

scholarly journals ФОРМУВАННЯ КОНКУРЕНТНИХ ПЕРЕВАГ ПІДПРИЄМСТВ НА ОСНОВІ ІННОВАЦІЙ В УМОВАХ ЕКОНОМІКИ ЗНАНЬ

2020 ◽  
Vol 141 (6) ◽  
pp. 47-59
Author(s):  
Людмила А. Петренко
Keyword(s):  
Organizational Learning ◽  
Knowledge Economy ◽  
Dynamic Capabilities ◽  
Competitive Advantages ◽  
Learning Capability ◽  
Scholarly Publications ◽  
Depth Analysis ◽  
The Future ◽  
Learning Capabilities ◽  
Business Competitiveness

The article explores the role of innovations in enhancing business competitiveness. An emphasis is put on rapidly growing need for innovations in modern economic realia. It is argued that innovations are critical for raising enterprise capitalization, in particular, while business is expanding the effect from innovations is also increasing, thus spurring innovation processes within companies. The mechanism of innovation effects on company financial performance is mediated by the market which shapes competitive advantages. Accordingly, the specified mechanism for developing competitive advantages for businesses based on innovation is crucial for value creation. Given that in the knowledge economy environment the organizational learning has become a key driver for development, it is assumed that the organizational learning capability triggers its capacity to generate innovations which in turn contributes to gaining competitive edge and market success in the future. Accordingly, this study aims to determine the key components in the process of building competitive advantages based on innovation in the contemporary knowledge economy settings. In the frameworks of this study, an in-depth analysis of scholarly publications in the area of competitive advantage theory and innovation has been carried out. To attain the research objectives, the methods of analysis and synthesis were applied. A nexus that underpins the basis for developing a unified synthetic theory of innovation-based competitive advantages is the resource-based view (RBV) along with its derivative, the dynamic capability-based view (DCV). The study findings have identified a range of factors that have strong influence on creating competitive advantages for a company based on innovations in a knowledge economy. Among them are the following: firstly, entrepreneurship as a driving force for innovation, the search for new combinations of resources (combinatorial capacity) and further development of competitive advantages; secondly, organizational learning, which in terms of the dynamic capabilities theory could be interpreted as "learning capabilities" in such priority areas for an innovative business as: 1) learning capability based on comprehension of previous experience and using it to develop innovations; 2) the capability to learn in the process of interaction with key stakeholders (partners, suppliers, consumers, competitors) and implementation of ideas gleaned from such interaction to create innovations. The research results provide evidence that companies with effectively developed internal entrepreneurship practices and innovation policies as the key areas of their competitive strategy should also design and boost a set of dynamic capabilities (learning capabilities) that will contribute to enhancing innovative development and gaining sustainable competitive advantages in the future.

The Influence of Strategic Dynamic Capabilities on Organizational Outcomes through the Organizational Learning Process

2011 ◽  
Vol 18 (7) ◽  
pp. 685-708 ◽  
Author(s):  
Víctor Jesús García-Morales ◽  
María Magdalena Jiménez-Barrionuevo ◽  
Antonio Mihi-Ramírez
Keyword(s):  
Organizational Learning ◽  
Learning Process ◽  
Dynamic Capabilities ◽  
Organizational Outcomes

The Impact of Transformational Leadership on Entrepreneurial Orientation via the Mediating Role of Organizational Learning Capability

2020 ◽  
Vol 8 (2) ◽  
pp. 65
Author(s):  
Razan Nofal ◽  
Mais Jaradat
Keyword(s):  
Transformational Leadership ◽  
Organizational Learning ◽  
Entrepreneurial Orientation ◽  
Commercial Banks ◽  
Quantitative Research ◽  
Intellectual Stimulation ◽  
Design Data ◽  
Learning Capability ◽  
Idealized Influence ◽  
The Impact

The current research aims to investigate the effect of transformational leadership on entrepreneurial orientation in Jordanian commercial banks, and whether organizational learning capability mediates the effect of transformational leadership on entrepreneurial orientation. Adopting a quantitative research design, data were collected by means of a questionnaire-based survey of employees in Jordanian commercial banks. Based on 330 usable responses, the results revealed the significant effect of transformational leadership and two of its dimensions (inspirational motivation and intellectual stimulation) on entrepreneurial orientation. Two other dimensions (idealized influence and individualized consideration) did not contribute to entrepreneurial orientation. Additionally, the results showed that transformational leadership has a significant effect on organizational learning capability, and that organizational learning capability in turn affects entrepreneurial orientation. The findings confirm that organizational learning capability fully mediates the effect of transformational leadership on entrepreneurial orientation. A number of recommendations are advanced, the most important of which is that banks should improve and develop managers’ transformational attributes by training them on how to deal with employees in order to increase their entrepreneurial orientation. Banks should also consider improving their learning capability, as this plays a significant role in enhancing and supporting the effect of transformational leadership attributes on entrepreneurial orientation.

Sign in / Sign up

Export Citation Format

Share Document