Learning capability and business performance: a non‐financial and financial assessment

Prieto, Isabel M.; Revilla, Elena

doi:10.1108/09696470610645494

Cited by 155 publications

(143 citation statements)

References 73 publications

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“…The total number of participants for this study is 314 people who are working in organizations in different levels. Emotional intelligence scale was used by KS Law, Wong and Song (2004) and job engagement scale belongs to Rich, Lepine and Crawford (2010) and lastly organizational performance scale was used by Prieto and Revilla (2006). …”

Section: Methodsmentioning

confidence: 99%

Relationship Between Job Engagement And Organizational Performance; Moderator Effect Of Emotional Intelligence

Zehir¹,

Üzmez²,

Köle³

et al. 2017

The European Proceedings of Social and Behavioural Sciences

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Employee satisfaction and emotional interaction are very important subjects for organizational performance in today's working environment. In this research, the moderator effect of emotional intelligence on the relationship between job engagement of employees and qualitative performances of organizations is examined. The research data obtained from field study with the participation of 314 private sector employees were analyzed using SPSS and AMOS package programs. As a result of testing research hypotheses with the structural equality model (SEM), it has been stated that the emotional engagement and cognitive engagement positively affects the qualitative performance of organizations. Moreover, it is observed that the emotional intelligence of the employees has a moderator effect on the relationship between job engagement and organizational performance. The results show that emotional engagement and cognitive engagement have positive effects on organizational performance. Also, considering the gap in the literature, the moderator effect is determined in the relationship between job engagement of emotional intelligence and qualitative performance.

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Section: Methodsmentioning

confidence: 99%

Relationship Between Job Engagement And Organizational Performance; Moderator Effect Of Emotional Intelligence

Zehir¹,

Üzmez²,

Köle³

et al. 2017

The European Proceedings of Social and Behavioural Sciences

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“…Hsu and Fang (2009) identify OLC as the ability to acquire and convert a new knowledge and apply it to new product development with high production speed and competitive advantage. OLC is a source for organizational performance, according Prieto andRevilla (2006), Fernández-Mesa et al (2012), and Akgün et al (2014). OLC can enhance competitive advantage, as emphasized by Khan (1999) and Ho et al (2013).…”

Section: Organizational Learning Capability and Hypotheses Developmentmentioning

confidence: 99%

Does organizational agility affect organizational learning capability? Evidence from commercial banking

Hamad¹,

Yozgat²

2017

10.5267/j.msl

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Both organizational agility and learning capability are prerequisites for organizational survival and success. This study explores the contribution of agility practices to organizational learning capabilities at the commercial banks in Jordan. To examine the proposed model, a sample of 158 employees within top and middle managements was used. Structural Equation Modeling was conducted for assessing validity and reliability of measurement instrument, evaluating model fit, and testing hypotheses. This study recognizes agility as a key element of learning facilitators. Findings affirm the strategic value of agility and conclude that administrators working within agile organizations would be able to acquire conditions that foster learning.

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“…, and shared 112 . Extensive empirical evidences suggest that learning orientation and organizational learning positively influences financial and non-financial performances of the individual firms 57,[113][114][115] .…”

Section: Innovative Capabilities and Firm Performancementioning

confidence: 99%

Measures of Complementarity and Compatibility in Strategic Alliances for Innovation : A Review of Literature

Dhurkari¹,

Nandakumar²

2015

ITMR

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By focusing on resource-based view (RBV) and dynamic capability view (DCV), a target firm can be assessed for its complementarity and compatibility by the alliance-initiating firm to form a strategic technology alliance. This is because complementarity and compatibility among the partner firms affect the alliance performance. By reviewing the empirical findings on innovation through strategic alliances, this paper helps to classify various innovative capabilities possessed by a target firm as measures of complementarity or compatibility. This classification has several implications for researchers and practitioners dealing with the problem of partner selection for innovation in strategic alliances.

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Learning capability and business performance: a non‐financial and financial assessment

Cited by 155 publications

References 73 publications

Relationship Between Job Engagement And Organizational Performance; Moderator Effect Of Emotional Intelligence

Relationship Between Job Engagement And Organizational Performance; Moderator Effect Of Emotional Intelligence

Does organizational agility affect organizational learning capability? Evidence from commercial banking

Measures of Complementarity and Compatibility in Strategic Alliances for Innovation : A Review of Literature

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