The Mediating Role of Organizational Learning on the Relationship among Organizational Culture, HRM Practices and Innovativeness

Abstract

Innovation has been recognized as the primary strategy to attain competitive sustainable advantage. The current dynamic environment has impelled organizations to adopt a new business model based on creativity and innovation. Although the researchers realized the significance of innovation, organizations have to focus on organizational learning to enhance their innovativeness. The present study attempts to study the mediating effect of organizational learning between types of organizational culture and HRM practices, and innovativeness based on research in several disciplines. The study used convenient sampling technique to identify organizations, while the respondents were chosen through random sampling technique from selected organizations. The data were collected from 321 respondents using random sampling and with the help of structured interview schedule. The sample consisted of service and manufacturing sector from both government and private/public organizations. The results show that organizational learning mediates the relationship between clan, adhocracy and market culture, HRM practices and innovativeness. The results imply that to increase learning and innovativeness, organizations have to focus on building a culture that incorporates a sense of competitiveness and market leadership and at the same time, provide employees flexibility, autonomy, opportunities for growth and reward them for their contributions.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 55 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.