ORGANISATIONAL LEARNING AS AN INNOVATIVE DETERMINANT OF ORGANISATIONAL SUSTAINABILITY: AN EVIDENCE BASED APPROACH

Nitin Simha Vihari · M. Kameshwar Rao · Prince Doliya

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Organizational Learning and Leadership Innovation and Knowledge Management Sustainability and Innovation in Business

Abstract

The aim of this paper is to investigate the importance of organisational learning (OL) in achieving organisational sustainability (OS) with respect to select pharmaceutical companies in India. Using descriptive research design tests, the causation and primary data are collected with the help of a survey questionnaire on a five-point Likert scale. A total of 198 responses were collected out of 344 respondents to whom the questionnaire was sent to, resulting in a response rate of 57.55%. In addition to the direct effects between OL and OS, the present study also tests for the indirect effect using a moderating variable such as Institutional Pressures between the two main constructs. Hierarchical multiple regression analysis is used to test the predictability of the direct and indirect effects. The findings of the study append the academic literature of OL and OS practices.

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References

1983The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields 1991The fifth discipline, the art and practice of the learning organization 1979The External Control of Organizations: A Resource Dependence Perspective 1991Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation 1991Organizational Learning: The Contributing Processes and the Literatures 2006The content validity index: Are you sure you know what's being reported? critique and recommendations 1988Organizational Learning 1994The Capabilities of Market-Driven Organizations

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