Strategic learning capability: through the lens of environmental jolts

Moon, Hanna; Lee, Chan

doi:10.1108/ejtd-07-2014-0055

Cited by 9 publications

(7 citation statements)

References 58 publications

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“…Learning capability is an essential factor that improves firm's efficiency in competitive strategies and providing customer value in the modern markets (Santos-Vijande et al, 2012). Empirically, numerous studies have demonstrated the positive impacts of learning capability on firm's financial and market performances (Peris-Ortiz et al, 2018;Visser, 2016;Moon & Lee, 2015;Santos-Vijande et al, 2012;Goh et al, 2012;Tohidi, Seyedaliakbar, & Mandegari, 2012;Limpibunterng & Johri, 2009;Bhatnagar, 2006;Prieto & Revilla, 2006). Therefore, this study hypothesized that:…”

Section: Learning Capability and Performancementioning

confidence: 98%

“…SMEs firm that successfully developed and continuously advances its ability in learning creates superior competitive advantage (Clements, 2010;Bhatnagar, 2006). Learning capability enable SMEs create the foundation for strategic learning, which facilitate adaptability and the attainment of competitive advantage (Santos-Vijande et al, 2012;Moon & Lee, 2015). Limpibunterng and Johri (2009) demonstrated that learning capability is a symbiotic to firm's innovation.…”

Section: Learning Capability and Performancementioning

confidence: 99%

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Technological capability, relational capability and firms’ performance

Salisu

Bakar

2019

REGE

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Purpose The purpose of this paper is to empirically evaluate the mediating role of learning capability on the relationship between technological capability, relational capability and small and medium enterprises (SMEs) performance in developing economy of Africa. Design/methodology/approach A quantitative survey design was employed to collect the data from owner/manager of manufacturing SMEs in Nigeria. Partial least square structural equation model was used in the evaluation of both the measurement and structural models to determine the reliability and validity of the measurement and test the hypotheses, respectively. Findings The statistical result indicates a positive relationship between technological capability, learning capability and SMEs performance. Equally, relational capability significantly and positively relates to SMEs learning capability. However, relational capability negatively relates to SMEs performance, while technological capability also negatively relates to learning capability. Furthermore, learning capability mediates the negative relationship of relational capability and SMEs performance to significant positive relationship, while it does not mediate the relationship of technological capability and performance. Research limitations/implications The analysis of this study is restricted to only resource-based view and dynamic capability theory. Data of the study were collected once a time on a self-reported technique. The study contributed significantly to the body literature on technological and relational capabilities and performance. It also demonstrated the need for SMEs manager to recognize and appreciate the roles of these strategic capabilities in achieving sustainable competitive position. Practical implications Through relational capability SMEs develops efficient collaborative relationship to acquire new techniques, knowledge. This is specifically, essential for SMEs firms from less developing and emerging economies as they are lagging behind at the global competitive platform, and that the possession of specific advantage locally may not be adequately enough to help penetrate the global markets. Similarly, technological capability enable firms to identify acquire and apply new external knowledge to develop operational competencies which may lead to the attainment of superior performance. Social implications Government policies and programs designed to support technological development and innovation must be adjusted to consider the peculiar nature of SMEs firms in terms of technology and innovativeness that enhances competitive position and performance. Originality/value This study empirically examined the relationship of technological and relational capabilities and the SMEs learning capability and performance.

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Section: Learning Capability and Performancementioning

confidence: 98%

Section: Learning Capability and Performancementioning

confidence: 99%

Technological capability, relational capability and firms’ performance

Salisu

Bakar

2019

REGE

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“…In comparison, Prieto and Revilla (2006b) discovered a positive relationship between nonfinancial efficiency, financial performance and learning capacity. More recent research (such as Moon and Lee, 2015; Visser, 2016; Peris-Ortiz et al , 2018) have shown that learning skills have a positive effect on organizational financial and business outcomes.…”

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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“…Voronov and Yorks (2008) highlight the importance of power in strategizing. Strategic learning has been portrayed differently by various scholars as a social learning process (Burgelman, 1988; Eden and Ackermann, 2001), as strategic thinking (Casey and Goldman, 2010; Liedtka, 1998), as a strategic behavior design process (Kuwada, 1998) and as a firm’s higher-order learning process (Siren, 2012; Moon and Lee, 2015).…”

Section: Conceptual Frameworkmentioning

confidence: 99%

Organizational strategic learning capability: exploring the dimensions

Moon

Ruona

Valentine

2017

EJTD

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How to build and enhance the strategic learning capability of an organization becomes crucial to both research and practice. This study was designed to conceptualize strategic learning capability by translating and interpreting the related literature to develop empirical dimensions that could be tested and used in a survey instrument. The resulting survey instrument included fifty-nine items that were developed through a review of the literature, a brainstorming session of HRD practitioners, and communications with experts in the field and committee members. Based on responses on a five-point performance scale, strategic learning capability items were identified and prioritized, and seven dimensions were discovered: (1) External Focus, (2) Strategic Dialogue, (3) Strategic Engagement, (4) Customer-Centric Strategy, (5) Disciplined Imagination, (6) Experiential Learning, and (7) Reflective Responsiveness.

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Strategic learning capability: through the lens of environmental jolts

Cited by 9 publications

References 58 publications

Technological capability, relational capability and firms’ performance

Technological capability, relational capability and firms’ performance

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

Organizational strategic learning capability: exploring the dimensions

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