Integrating organizational learning with high-performance work system and entrepreneurial orientation: a moderated mediation framework

Zhu, Chunling; Liu, Anqi; Wang, Yangwen

doi:10.1186/s11782-019-0057-y

Cited by 20 publications

(19 citation statements)

References 85 publications

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“…A strong OL-CAP enhances firm performance (Goh et al, 2012;Orego and Wainaina, 2019;Wu and Fang, 2010;Zhu et al, 2019) by nurturing and exploiting knowledge to accomplish organizational mission. It enhances innovation and creativity through developing new resources and capabilities to act ahead of changes (Brusoni and Rosenkranz, 2014).…”

Section: Organizational Learning Capability and Firm Performancementioning

confidence: 99%

SME performance: does organizational learning capability really matter?

Hooi

2020

IJOA

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Purpose The purpose of this paper is to establish if indeed human resource management (HRM) practices drive organizational learning capability and, in turn, fortify small and medium enterprises (SMEs) performance. The purpose of mediation analysis is to see if the influence of organizational learning capability is stronger than the direct influence of HRM practices on SME performance. Design/methodology/approach Data was collected from managerial-level employees of SMEs using questionnaire survey. This study used the Partial Least Squares approach to structural equation modeling to test the hypothesized relationship, as it involves the relationships among multiple variables. Findings Of the HRM practices, incentive and compensation and team working seem to be important for firm performance. As for organizational learning capability, only openness and experimentation and managerial commitment have a direct positive impact on firm performance. The results of the mediation analysis established organizational learning capability as a mediator, albeit partially. Originality/value Although prior research revealed a positive relationship between HRM practices and performance, this study illuminates the black box in-between, as few studies have established its importance in the relationship between HRM practices and firm performance. The findings provide more consensus on the ongoing debate on the linkages among HRM practices, SME performance and organizational learning capability.

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Section: Organizational Learning Capability and Firm Performancementioning

confidence: 99%

SME performance: does organizational learning capability really matter?

Hooi

2020

IJOA

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“…Additionally, Refs. [3,4] suggested that learning is the "next competitive advantage source" or "only competitive advantage source" [4,5], and, as [6] suggested, "the cornerstone to a company's future success", making it imperative and critical for both scholars. Meanwhile, society has expressed concern about the devastation caused by commercial activities [7], and some businesses have expressed concern about the extent to which all actors are treated ethically and responsibly, as well as the impact of the "stakeholder theory" on organisational performance [6].…”

Section: Introductionmentioning

confidence: 99%

Do Strategic Human Resources and Artificial Intelligence Help to Make Organisations More Sustainable? Evidence from Non-Governmental Organisations

2022

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Uncertainty and a lack of stability are among the difficulties non-governmental organisations face. However, certain strategies for ensuring their performance’s sustainability have not been empirically demonstrated in the literature. Using strategic resource management practises and artificial intelligence, this study examines the effect of organisational learning and corporate social responsibility on the sustainability of non-governmental organisations’ performance. The survey gathered data from 171 participants representing 21 United Nations organisations and 70 non-governmental organisations in Jordan to accomplish this goal. The data were analysed using WarpPLS and PLS-SEM. The study demonstrates that organisational learning, artificial intelligence, strategic human resource management practises, and corporate social responsibility all contribute to the long-term viability of non-governmental organisations. Furthermore, the study discovered that strategic resource management practises and artificial intelligence significantly mediate the relationship between organisational learning and sustainable organisational performance on the one hand, and corporate social responsibility on the other. Finally, the study provides theoretical and practical guidance on how to apply the findings to assist non-profit organisations’ management in utilising organisational learning, corporate social responsibility, artificial intelligence, and strategic resource management practices to help them run their internal operations in a more efficient and sustainable manner over time.

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“…Entrepreneurial orientation can be seen as an organization's mentality that represents the attitude of entrepreneurship when starting a new company. Attitude is a central aspect of corporate culture that can be expressed in behaviors such as day-to-day activities and decision-making (Zhu et al, 2018;Zhu, Liu, & Wang, 2019). Furthermore, there is talk of business orientation culture.…”

Section: Resultsmentioning

confidence: 99%

Interrelatedness between Organizational Culture and Human Resource Management in the Context of Corporate Entrepreneurship

2021

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There has been numerous research carried out on corporate entrepreneurship. This term typically refers to organizational culture or human resource management (HRM). This article was written to supplement previous research that explored the link between entrepreneurship, the culture of organization, and HRM. The purpose of this study is to explain in several related articles the operationalization of the three principles and to explain the interrelationship between them in the context of corporate entrepreneurship. A systematic review process, namely an in-depth literature review of 25 search results articles based on certain keywords and limitations, was used in this research. The study produces a model that describes the influence of HRM on organizational culture or the impact of organizational culture on HRM, which can inspire businesses to adopt an approach to corporate entrepreneurship and enhance the efficiency of the company.

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Integrating organizational learning with high-performance work system and entrepreneurial orientation: a moderated mediation framework

Cited by 20 publications

References 85 publications

SME performance: does organizational learning capability really matter?

SME performance: does organizational learning capability really matter?

Do Strategic Human Resources and Artificial Intelligence Help to Make Organisations More Sustainable? Evidence from Non-Governmental Organisations

Interrelatedness between Organizational Culture and Human Resource Management in the Context of Corporate Entrepreneurship

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