The effects of organizational learning and innovativeness on organizational performance in the service provision sector

Abstract

The objective of this study is to analyze the relationships between learning orientation, organizational innovativeness, and organizational performance in hotels and lodging establishments in Santa Catarina, Brazil. The methodological procedures employed to achieve this objective are grounded in the survey method and the study is of a descriptive nature. Structural equations modeling techniques were used to assess relationships between constructs and the final sample comprised 162 managers of hotels and lodging establishments in Santa Catarina. The main findings are as follows: (1) learning orientation has a positive and direct influence on organizational innovativeness; (2) organizational innovativeness does not significantly affect organizational performance; and (3) learning orientation does not have a positive relationship with organizational performance. It is therefore concluded that management of hotels and lodging establishments should take a proactive approach to their human resources, to raise employee awareness about actions that improve organizational learning and innovativeness, so they can have a positive impact on organizational performance.

Innovation orientation and performance of Kuwaiti family businesses: evidence from the initial period of COVID-19 pandemic

“…A well-structured questionnaire was used to collect the data from the Kuwaiti businesses concerning innovation orientation on Kuwaiti businesses performance. A well-structured questionnaire, where variables and items are based on Werlang and Rossetto (2019), Shoham et al (2012) and Murphy et al (1996) studies, is distributed to respondents. The questionnaire is distributed to respondents to subjectively give opinions about their self-perception regarding the impact of innovation orientation dimensions on the performance of Kuwaiti businesses.…”

“…Based on the literature, the main dimensions of innovation orientation are as follows: creativity; risk-taking; future orientation; openness to change and proactiveness (Werlang and Rossetto, 2019; Shoham et al , 2012), as indicated in Table 1.…”

SME performance: does organizational learning capability really matter?

“…However, empirical studies that associate effective organizational learning with superior business performance (Bilan et al, 2020;Takeuchi et al, 2003;Udin et al, 2019) fail to establish a conclusive relationship between OL-CAP and financial performance. For instance, while some studies assert a positive significant association (Ali and Ameer, 2017;Yang et al, 2004), others argue that there is no relationship (Goh, 2001) or negative relationship (Werlang and Rossetto, 2019) between OL-CAP and financial performance. Yet, others posit that OL-CAP significantly affects both financial and nonfinancial performance (Goh et al, 2012;Spicer and Sadler-Smith, 2006) with IJOA 29,5 more significant results for nonfinancial than financial performance (Goh et al, 2012).…”

The Impact of Organizational Innovativeness on Firm Performance in Poland: The Moderating Role of Innovation Culture

“…There is a wide variability of results across studies (Sorescu and Spanjol, 2008;Rubera and Kirca, 2012). For example, Werlang and Rossetto (2019) have stated that organizational innovativeness does not significantly influence organizational performance, whereas Rhee, Park, and Lee (2010) have found that innovativeness has a significant effect on firm performance. Thus, it is clear that the available research provides conflicting findings, with some studies showing a positive correlation between the variables (Li and Atuahene-Gima, 2001;Guo, Baruch, and Zhou, 2005;Leal-Rodríguez, Luis, Roldan, and Leal-Millán, 2015), some failing to find a link between innovation and organizational performance (Birleyi and Westhead, 1990;Heunks, 1998), and others even showing a negative impact of innovation on firm performance (McGee, Dowling, and Megginson, 1995;Vermeulen, 2005).…”