Influence of learning and service innovation on performance

Milbratz, Thaíse Caroline; Gomes, Giancarlo; Carmona, Linda Jéssica De Montreuil

doi:10.1108/inmr-02-2019-0020

Cited by 20 publications

(30 citation statements)

References 61 publications

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“…, 2021). While organizational learning and innovation are recognized as the determinants of environmental success in service industry (Binder, 2019; Milbratz et al. , 2020), our results suggest that innovation is the route that makes learning valuable in pursuing environmental performance as innovation is rooted in creativity.…”

Section: Discussionmentioning

confidence: 58%

A sequential process from external stakeholder pressures to performance in services

Shi

Tsai²

2022

JSTP

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PurposeThis study develops a sequential process model to address how to improve firm performance by responding to external stakeholder pressures in service contexts.Design/methodology/approachThe model posits that external stakeholder pressures affect firm performance through organizational learning, green creativity and environmental performance. Data from 219 service firms are utilized to test the hypotheses. A sequential mediation approach is adopted to analyze the model.FindingsResults reveal (1) organizational learning mediates the effects of government, customer and supplier pressures on firm performance, (2) environmental performance mediates the effect of customer pressure on firm performance, (3) organizational learning and green creativity serially mediate the effects of the three stakeholder pressures on firm performance and (4) the three external stakeholder pressures enhance firm performance through organizational learning, green creativity and environmental performance in a sequential manner.Originality/valueThis study originally contributes to the service literature by providing a sequential process lens to address how to improve performance by responding to external stakeholder pressures.

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Section: Discussionmentioning

confidence: 58%

A sequential process from external stakeholder pressures to performance in services

Shi

Tsai²

2022

JSTP

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“…Some researchers (Chen et al , 2019) have demonstrated a correlation between organizational learning capacity, innovation and organizational performance, and that the benefits of these latent variables are evident to firm competitiveness. According to Milbratz et al (2020), the introduction of new concepts necessitates a culture of knowledge acquisition and dissemination that is dependent on the driver of technology and communication channel. Ferreira et al (2020) argued that learning is an important factor in an enterprise because it facilitates the development and development of sustainable performance.…”

Section: Literature Review and Research Hypothesesmentioning

confidence: 99%

Social media adoption and business performance: the mediating role of organizational learning capability (OLC)

Oyewobi

Adedayo

Jimoh

2021

JFM

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Purpose The purpose of this paper is to explore the mediating effect of learning capacity in the relationship between the social media usage by the construction of small- and medium-sized enterprises (SMEs) and their business performance in Nigeria. Design/methodology/approach A quantitative survey technique was used to collect data from the owner/manager of construction SMEs in Nigeria. The partial least square structural equation modeling was used in the assessment of the measurement model and structural model to assess the validity and reliability of the measures and to evaluate the hypotheses proposed in the conceptual model. Findings Empirical findings indicated a significant positive relationship between learning capacity and performance of SMEs. Similarly, the use of social media is significantly and positively associated to the business performance of SMEs. It has also been shown that learning capacity is a mediator of the relationship between social media and SME performance. Research limitations/implications The data for the study is are all from a single industry and a related line of business, so it could be more interesting to include more companies across sectors or industries. The finding contributes to the ongoing debate on the effect of social media on business performance. It also defined the need for the owner/manager of SMEs to understand and appreciate the effect of social media through the organization's learning potential to gain a sustainable competitive advantage. Practical implications There are a number of theoretical and practical implications for academics and practitioners who are interested in further studies of organizational social media. The research presents a quantitative study on the effect of social media adoption on the organizational performance of the construction industry. This study confirms the mediating role of learning capability in the relationship between the use of social media and performance of SMEs operating in the construction industry. Originality/value This study empirically examined the relationship between social media adoption and the SMEs learning capability and business performance by evaluating a hypothesized conceptual framework to establish the relationships.

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“…Organisational learning can be perceived as a management task that involves control and planning. In the existing literature on servitisation, organisational learning is known to foster a service-oriented organisational culture [17,18], to improve firm performance [19,20], and to be a starting point for service innovation [21]. In real organisations struggling to adopt approaches to put organisational learning into practice [22], the focal area is the creation, acquisition and internalisation of knowledge in an organisational and strategic way [22].…”

Section: Introductionmentioning

confidence: 99%

A Strategic Double-Loop Learning Method for Organisational Decision-Making toward Servitisation

et al. 2022

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In recent years, manufacturing industries have been expected to achieve servitisation—namely, a shift from product sales to product-service systems—in order to achieve sustainable production and consumption patterns. In order to achieve servitisation, manufacturing firms should grasp the business environment and encourage organisational learning to develop the knowledge for servitisation in their environment. The existing knowledge management studies enable the empirical acquisition and reuse of knowledge from past case studies and make efforts to support organisational learning. However, they do not cover the guiding of firms engaged in servitisation to learn appropriately for their business environment. The learning required for manufacturing firms engaged in servitisation is learning that focuses on questioning and modifying existing product-oriented premises—double-loop learning. This paper proposes a method to support strategic double-loop learning within manufacturing companies engaged in servitisation. This method evaluates the compatibility between the implicit premises that manufacturers refer to as the rationale for their decision toward servitisation and the external environment and enables to formulate a practical strategy for double-loop learning. The proposed method was applied to the case of a cassette tape music player to demonstrate its usefulness. This study suggests theoretical foundations for future research into knowledge management for traditional manufacturing companies’ decisions concerning servitisation, and suggests that these should be carried out dynamically according to the business environment.

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Influence of learning and service innovation on performance

Cited by 20 publications

References 61 publications

A sequential process from external stakeholder pressures to performance in services

A sequential process from external stakeholder pressures to performance in services

Social media adoption and business performance: the mediating role of organizational learning capability (OLC)

A Strategic Double-Loop Learning Method for Organisational Decision-Making toward Servitisation

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