Organizational learning, organizational resilience and the mediating role of multi-stakeholder networks

Abstract

Purpose This paper aims to focus on academics in three private foreign universities located in Cairo (Egypt) to explore the influence of organizational learning (OL) on the level of organizational resilience of academics with and without the mediating effect of a multi-stakeholder network. Design/methodology/approach The authors used a comprehensive count sampling in which every academic was handed a questionnaire form to fill. This led to a decrease in the likelihood of research bias. In total, the authors distributed 960 questionnaire forms and collected 576 completed questionnaires, which is almost more than 60% of the total population. The authors used structural equation to determine the effect of OL on academics’ level of organizational resilience. The same equation was later used to assess the mediating role of the multi-stakeholder network on the aforementioned relationship. Findings The findings highlight a statistically significant influence of OL on academics’ level of organizational resilience. Moreover, the results revealed the significant role of the multi-stakeholder network in mediating the relationship between OL and organizational resilience. Originality/value This paper contributes by filling a gap in human resource management and organization literature in the higher education sector, in which empirical studies on the relationship between OL, multi-stakeholder networks and organizational resilience have been limited until now.

Building Organizational Resilience Through Organizational Learning: A Systematic Review

“…Whereas, Pal et al (2014) found that learning increased resilient performance, Nyman (2019) argued that learning is a "precondition for resilience". Mousa et al (2020) have showed the role that organizational learning plays in predicting OR, while others, like Bhaskara and Filimonau (2021), highlight this relationship by arguing that limited organizational learning is a disadvantage for developing resilience: it is important to "aim at facilitating organizational learning" (p. 373). Our findings highlight the importance of identifying the determinants of OL in order to improve OR (Bhaskara and Filimonau, 2021); further, that resilience can be learned and therefore deliberately built (Manfield and Newey, 2018;Salanova, 2020).…”

“…Although OR and OL are inherently interrelated, our understanding of the dynamics of effective learning is limited (Antonacopoulou and Sheaffer, 2014), and further study is needed of the relationship between organizational learning and resilience (Mousa et al, 2017(Mousa et al, , 2020Rodríguez-Sánchez et al, 2021). Further research on learning connected to OR is needed to understand "the character of this learning and what specific resources give rise to it" (Vogus and Sutcliffe, 2007, p. 3421).…”

Assessing the mediating effect of leadership capabilities on the relationship between organisational resilience and organisational performance

“…Organisational resilience refers to the ability of the business to adequately react to unexpected events and to capitalize on events that could potentially threaten an organisation's survival (Mallak, 1998;Burnard and Bhamra, 2011;Teng-Calleja et al, 2020). Various studies had examined the importance of organisational resilience to adapt and react to the sudden change of the recent COVID-19 pandemic (Huang et al, 2020;Mousa et al, 2020;Rangachari and Jacquelynn, 2020;Rai et al, 2021). The level of resilience in the Organisational resilience and organisational performance organisation strongly reflects on its ability to transform and change effectively to overcome disruptive events (Linnenluecke and Griffiths, 2012).…”

Exploring Two Decades of Research in Community Resilience: A Content Analysis Across the International Literature

“…In order to know the themes and concepts in the research site's host, we divided those 583 journal articles by country, and the top three countries with more than 50 research articles output were: USA (202 papers), Australia (54 papers), and UK (52). Furthermore, the other 65 countries, including 275 articles, were classified as one unit for analysis.…”

“…Additionally, in recent years, there has been much research on the theory of organizational resilience. 52 More importantly, there is much organizational resilience research that has explored the antecedents and consequences from a quantitative perspective. 52,53 So, it will be an important view for future research on resilience at the community level when dealing with risk events based on the capacity of resilience from an organizational perspective.…”