Moderating Effects of Learning Agility on Relationship the between Informal Learning Activity and Adaptive Performance of Employees at Small and Medium-Sized IT Companies

Bae, Eul Kyoo; Park, Sang O

doi:10.46260/kslp.20.1.2

Cited by 3 publications

(4 citation statements)

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“…In particular, venture companies need members who can acquire information and knowledge about the rapidly changing new technologies through learning activities and use them in uncertain work situations [82]. Therefore, the leaders of venture companies will try increasing the learning agility of the organization through the sharing of vision and motivation for change.…”

Section: Relationship Between Transformational Leadership and Learnin...mentioning

confidence: 99%

The Venture Firm’s Ambidexterity: Do Transformational Leaders Boost Organizational Learning for Venture Growth?

Kim

Lee

2021

Sustainability

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Having experienced the turbulent change in corporate value rankings over the past 20 years, companies are paying attention to their reorganization to quickly recognize changes and proactively adapt to these changes for survival. This study examines the relationships and intervening ambidexterity mechanisms between CEOs’ leadership style and employees’ learning agility. Using multilevel regression, we analyze hypotheses on a sample of 102 participating CEOs and 236 employees. Results reveal that the ambidextrous organization, which pursues the current organizational development while constantly adapting to changing environments, plays a role as a partial mediator between transformational leadership and members’ learning agility. These results explain that to increase the organization’s agility, a systematic organizational structure system that stimulates members’ motives and simultaneously pursues utilization and exploration must be established through clear goals and appropriate stimuli even in an uncertain environment. Our finding contributes to an understanding of how the CEO’s leadership style affects employees’ learning agility in ventures and to what extent the contextual ambidextrous structure influences the relationship.

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Section: Relationship Between Transformational Leadership and Learnin...mentioning

confidence: 99%

The Venture Firm’s Ambidexterity: Do Transformational Leaders Boost Organizational Learning for Venture Growth?

Kim

Lee

2021

Sustainability

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“…An INFL is learner driven, which implies that different individuals exposed to the same learning environments, can have different learning outcomes based on individual differences (Skule, 2004). Similarly factors such as autonomy, need for achievement and network accessibility act as moderators to influence the impact of INFL on behavioral outcomes (Bae et al, 2011). Hence, we suggest that the mediating effect of employees' INFL on ESM, and OLC relationship will be moderated by SC of employees.…”

Section: Social Capital As a Moderatormentioning

confidence: 83%

Enterprise social media and organizational learning capability: mediated moderation effect of social capital and informal learning

Sharma

Bhatnagar

Jaiswal³

et al. 2023

JEIM

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PurposeWith the increasing prevalence of social media in everyday life, scholars have argued the need of exploring enterprise social media (ESM) for workplace outcomes. This study investigates the relationship between ESM use and organizational learning capability (OLC) by focusing on the mediating role of informal learning (INFL) and the moderating role of social capital (SC).Design/methodology/approachThe paper developed and tested a mediated moderated model explaining the impact of ESM on OLC. The study used temporally separated data of 281 respondents collected in two waves from firms in India that use organizationally facilitated ESM platforms for internal workplace communication.FindingsAn analysis of temporally separated two-wave data indicates that INFL mediates the relationship between ESM use and OLC. Also, SC is found to moderate the effect of ESM use on INFL, and INFL mediated the moderation effect of SC on relationship between ESM use and OLC such that the relationship will be stronger when employees have a higher rather than lower level of SC.Research limitations/implicationsThe study theoretically contributes and extends the literature on ESM and learning in organizations. The study provides important practical implications to support and institutionalize learning at work. The results of the study provide evidence that ESM are not just networking tools but a platform for learning. Findings of the study suggest that ESM can be one such tool to promote and capture employee INFL. The results also show that SC plays a critical role in predicting the extent to which employees learn informally using ESM, thereby building OLC. This result suggests that organizations should make conscious and concerted efforts to build employee SC. The above findings also have interesting implications for learning and development (L&D) and information technology (IT) managers who wish to implement technology for collaborative purposes.Originality/valueAddressing the underlying processes that explain how ESM positively influence OLC was highlighted as a critical research gap that needs attention. The paper is novel in its approach as it provides empirical evidence for the relationship between ESM and its impact on employee outcomes, an area pertinent in today's digital economy, however, received sparse attention by management scholars so far. It also provides empirical grounds toward a meaningful shift in the social media discourse – transition from being traditionally viewed primarily as “a networking platform” to “a learning platform.”

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“…Compared to large companies, SMEs depend on unplanned, reactive informal learning based on their everyday business needs (e.g. a wide range of duties/responsibilities) due to limited financial and personnel resources (Bae et al , 2011; Hill, 2004; Nilsson and Rubenson, 2014).…”

Section: Discussionmentioning

confidence: 99%

“…Small- and medium-sized enterprises (SMEs) have made a valid contribution to employment opportunities and have had an enormous impact on national prosperity and competitiveness (Bae et al , 2011; Redmond and Walker, 2008). In South Korea, more than 99 per cent of enterprises are categorized as SMEs, and companies with fewer than 100 employees constitute 90 per cent of the labor force (Korean Small and Medium Business Administration [KSMBA], 2015).…”

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confidence: 99%

Understanding informal learning in small- and medium-sized enterprises in South Korea

Jeong

McLean

Park

2018

JWL

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Purpose This paper aims to explore informal learning experiences among employees working in South Korean small- and medium-sized enterprises (SMEs) with fewer than 100 employees. This study specifically seeks to understand the characteristics of informal learning in Korean SMEs and culturally sensitive contextual factors that shape informal learning. Design/methodology/approach To understand the complex, holistic nature of the phenomenon, the current study used a phenomenological qualitative approach. Eighteen full-time employees working at South Korean SMEs in knowledge-intensive industries were interviewed. Data were analyzed using Moustakas’s phenomenological analysis. Findings The findings emerged from the field data revealed four characteristics of informal learning in South Korean SMEs: absolute reliance on informal learning; rapid/immediate learning and application; relationship/client needs-based learning; and extensive trial and error. The current study also identified South Korean SMEs’ unique organizational context (i.e. a family-like atmosphere, one employee-multiple tasks, passive investment in employees and the absence of systems) and Korean culture (i.e. Gab-Eul relations and chemyon) that drive the emergence of SMEs’ informal learning characteristics. Originality/value Very little empirical research has been conducted to explain how informal learning actually occurs and why such learning patterns have emerged in South Korean SMEs. The findings of this study have a profound impact on practice and academia, as it unveils characteristics of informal learning in SMEs, the unique cultural context in which Korean SMEs operate and how these characteristics impact the learning process.

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Moderating Effects of Learning Agility on Relationship the between Informal Learning Activity and Adaptive Performance of Employees at Small and Medium-Sized IT Companies

Cited by 3 publications

References 0 publications

The Venture Firm’s Ambidexterity: Do Transformational Leaders Boost Organizational Learning for Venture Growth?

The Venture Firm’s Ambidexterity: Do Transformational Leaders Boost Organizational Learning for Venture Growth?

Enterprise social media and organizational learning capability: mediated moderation effect of social capital and informal learning

Understanding informal learning in small- and medium-sized enterprises in South Korea

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