Learning and Innovation in Organizations and Economies: Economics Books @ leondumoulin.nl
Table of contents
- Learning innovation in the digital age | McKinsey
- Services on Demand
- Learning innovation in the digital age
- Inertia in higher education
This study suggests that organizational learning capability facilitates innovation. Therefore, SMEs that aims to improve performance through innovation must improve their organizational learning processes. Finally, the results confirm the theory since innovation is source of competitive advantage for SMEs. The facilitating factors of organizational learning had a positive effect on the performance of the surveyed companies. It was evident that the learning capability is a key antecedent of innovation and improves organizational performance.
The results allow managers, especially in the context of small and medium-sized enterprises, to incorporate indicators of organizational learning capability in their management tools in order to effectively implement the factors or conditions for learning within organizations. The objective was to analyze the influence of organizational learning capability on innovative performance and on organizational performance of small and medium enterprises SMEs. The results show that organizational learning capability influences the innovative performance of SMEs, however, the influence of learning on organizational performance was not significant.
The relation between organizational learning and innovative performance indicates that the development of new products and processes has learning as background, as they are influenced by factors that facilitate learning. The findings provide theoretical insights and can trigger further research.
Learning innovation in the digital age | McKinsey
The study contributes to the evaluation of learning abilities, demonstrating that it is possible to measure relevant theoretical variables that are unobservable. The study contributes to the literature as it sought to examine, in a single model, the relations between organizational learning, innovation and performance, using already validated measures in international contexts. The work provides evidence for these relations and shows that are significant and positive in small and medium-sized textile enterprises, a sector in which the empirical literature is particularly scarce.
The results also provide insights for managers.
Services on Demand
The study highlights the need to pay attention to the factors that facilitate organizational learning, since they have a direct influence on innovation and indirect one on organizational performance. It is essential to have tolerance to ambiguity, uncertainty and errors. The findings indicate that the generation of new ideas and suggestions from employees must be answered and handled in the organization. In the competitive environment in which organizations of textile sector are inserted, innovation is not an option, but basic condition for survival.
Dialogue is the dimension that most influenced the organizational learning. Good communication can improve the distribution of knowledge within the company. Managers can use formal mechanisms to ensure sharing of best practices among employees and departments, making employees talk to each other, using for this purpose multi-functional work teams. Managers can encourage solving problems creatively and innovatively. SMEs should also promote the acquisition of new knowledge, for example, encouraging employees to participate in fairs and exhibitions regularly, promoting the development of new ideas and experiences outside of the company.
Fast fashion dynamic reinforces an innovation culture, which encourages experimentation with new alternatives for better management and product development; it makes enterprises to absorb this way of seeing the reality and they are prone to the adoption of new technologies and procedures. The textile industry is in constant change and adaptation to the market and trends. It is noticed that there is an innovation culture in the textile industry influenced by organizational learning factors that encourage innovation.
This view is confirmed in relation to the improvement of production processes aiming at reducing costs and economic and financial improvement of enterprises. Despite the adopted methodological strictness, this study has some limitations that should be considered when interpreting the results. Also the fact that it was used only one respondent as a source of information.
The use of more than one respondent would increase the data validity. Another limitation is the research cross-sectional design and the analysis made at a single point in time. Thus, researchers must interpret carefully the causality between the constructs. Finally, the use of a subjective measure for organizational performance may cause bias in the results. For future research it is suggested to evaluate contingency factors for innovation and organizational performance. Other studies could analyze the differences in innovation between manufacturing and the service sector.
It is also suggested a longitudinal study to evaluate the evolution of learning capability and organizational performance over time. Longitudinal data should also encourage more exhaustive study of the relation between learning capability and performance over time, along with the analysis of the relation between financial performance and non-financial performance. Assessing the impact of organizational learning capability on product innovation performance: Technovation, 28 6 , Linking entrepreneurial orientation and firm performance: The role of organizational learning capability and innovation performance.
Journal of Small Business Management , 51 4 , Measuring innovation in long product development cycle industries: An insight in biotechnology. A measurement scale for product innovation performance. European Journal of Innovation Management, 9 4 , Assessing the work environment for creativity. Academy of Management Journal, 39 5 , Learning and novelty of innovation in established manufacturing SMEs. Technovation, 28 7 , On the evaluation of structural equation models.
Journal of the Academy of Marketing Science , 16 1 , The synergistic effect of market orientation and learning orientation on organizational performance. Journal of the Academy of Marketing Science, 27 4 , From questions to answers: Reviewing organizational learning research. Management Learning , 35 4 , Retrieved on 15 May Past research, present findings, and future directions. Academy of Management Review, 20 2 , Learning orientation, firm innovation capability, and firm performance.
Industrial Marketing Management, 31 6 , A matter of learning: How human resources affect organizational performance. British Journal of Management, 23 1 , Towards a methodology to assess organizational learning capability: A study among faculty members. Measuring organizational learning capability among the workforce. Organizational learning and organizational knowledge: Towards the integration of two approaches.
Management Learning, 36 1 , Statistical power analysis for the behavior science.
Learning innovation in the digital age
Organizational size and innovation. Organization Studies, 13 3 , Organizational innovation and performance: The problem of organizational lag. Administrative Science Quarterly , , A review of some literatures. Organization Studies, 14 3 , Elements of innovative cultures. Knowledge and Process Management, 14 3 , Introduction watersheds of organizational learning and knowledge management.
Santa Catarina em dados.
Structural equation models with unobservable variables and measurement error: Journal of Marketing Research , Benchmarking the learning capability of organizations. European Management Journal, 15 5 , Exploring the complementarity between innovation and export for SMEs' growth. Journal of International Business Studies, 42 3 , Determinants of innovation culture: A study of textile industry in Santa Catarina. Brazilian Business Review, 12 4 , Effects of innovation types on firm performance. International Journal of Production Economics, 2 , The use of partial least squares path modeling in international marketing.
Advances in International Marketing, 20 1 , Goodness-of-fit indices for partial least squares path modeling. Computational Statistics , 28 2 , Intellectual capital and new product development performance: The mediating role of organizational learning capability. Technological Forecasting and Social Change, 76 5 , A proposal of measurement. Journal of Business Research, 58 6 , The performance effect of organizational learning and market orientation. Industrial Marketing Management, 36 6 , Innovation, organizational learning, and performance.
Journal of Business Research, 64 4 , Textos de Economia , 13 2 , An integrated scale for measuring an organizational learning system.
The Learning Organization, 17 4 , Market orientation, learning orientation, and innovation capabilities in SMEs: Critical aspects of organizational learning research and proposals for its measurement. British Journal of Management, 12 2 , Organizational learning as a determining factor in business performance. The Learning Organization, 12 3 , Organizational Dynamics, 22 2 , An organizational learning approach to product innovation. Journal of Product Innovation Management , 9 3 , The measurement of scientific and technological activities.
Inertia in higher education
Proposed guidelines for colleting and interpreting technological data. Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology , 88 5 , Organizational learning mechanisms, culture, and feasibility. These patterns remain when we divide the economies into manufacturing and services. The results suggest that in order to understand national systems of innovation, it is necessary to bring the mode of organization of work into the analysis.
Early conceptions of national innovation systems were built upon an analysis of interactive learning between producers and users. Now the analysis needs to be founded also on an understanding of how people interact and learn at the workplace in different national economies. The results also suggest that European policy efforts to improve innovation performance as part of the revised Lisbon strategy would benefit from a stronger focus on the diffusion of innovative forms of work organization.
A step in this direction would be to develop indicators of work organization that could be directly linked to innovation performance. Most users should sign in with their email address. If you originally registered with a username please use that to sign in. To purchase short term access, please sign in to your Oxford Academic account above. Don't already have an Oxford Academic account? Oxford University Press is a department of the University of Oxford. It furthers the University's objective of excellence in research, scholarship, and education by publishing worldwide.
The power of unlearning and learning. Organizational Dynamics, 37 3 , 24 — On the merits of orthogonalizing powered and product terms: Implications for modeling interactions among latent variables. Structural Equation Modeling, 13 4 , — Human resource practices, organizational learning and business performance. International Journal of Human Resource Development, 8 2 , — Knowledge as a mediator between HRM practices and innovative activity. Human Resource Management, 48 4 , — Human resource bundles and manufacturing performance: Organizational logic and flexible production systems in the world auto industry.
Industrial and Labour Relations Review, 48 2 , — Market orientation, learning orientation and business performance: The mediating role of innovation. International Journal of Bank Marketing, 34 5 , — Towards successful knowledge management: Business Strategy Series, 11 1 , 20 — Organizational improvisation and organizational memory. Academy of Management Review, 23 4 , — High performance human resource practices and corporate entrepreneurship: The mediating effect of middle managers knowledge collecting and donating behaviour.
Asian Academy of Management Journal, 18 2 , 17 — Harvard Business Review, 96 — Relations between transformational leadership, organizational learning, knowledge management, organizational innovation, and organizational performance: An empirical investigation of manufacturing firms. Explaining the link between human resource practices and innovation performance: The role of organizational learning processes pp. The impact of knowledge management on innovation and entrepreneurship in the biotechnology and telecommunication industries.
Small Business Economy, 32 3 , — The measurement and antecedents of turnover intentions among IT professionals. Retrieved 27 July , from http: Common method biases in behavioral research: A critical review of the literature and recommended remedies.
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Journal of Applied Psychology, 88 5 , — A high performance work practices taxonomy: Integrating the literature and directing future research. Journal of Management, 20 10 , 1 — The relationship between innovation, knowledge, and performance in family and non—family firms: An analysis of SMEs. Journal of Innovation and Entrepreneurship, 2 14 , 1 — The mediating role of organizational learning on the relationship among organizational culture, HRM practices and innovativeness. Journal of Management and Labour Studies, 38 3 , — Employee attitudes and job satisfaction.
Journal of Human Resource Management, 43 4 , — Study of the relationship between the organisational learning and organisational innovation at university of Tehran. Journal of Organisational Learning and Leadership, 11 1 , 1 — Profitability in market-oriented SMEs: Does product innovation matter? European Journal of Innovation Management, 5 3 , — Organizational learning, innovation and performance: A study of Malaysian small and medium sized enterprises. International Journal of Business and Management, 6 12 , — Bounded rationality and organizational learning.
Organizational Science, 1 2 , — Market orientation and the learning organization.
Journal of Marketing, 59 3 , 63 — Establishing a framework for research in strategic human resource management: Merging resource theory and organizational learning. A symptotic confidence intervals for indirect effects in structural equation models. Innovative human resource management and corporate performance in the context of economic liberalization in India. The key to management innovation. Sloan Management Review, 30 3 , 63 — Human resource management practices and organizational innovation: Assessing the mediating role of knowledge management effectiveness.
The Electronic Journal of Management, 9 2 , — Organizational networks and the process of corporate entrepreneurship: How the motivation, opportunity, and ability to act affect firm knowledge, learning, and innovation.