How important strategic learning capabilities are during COVID-19? A model for innovation ambidexterity

Talat Islam · Saba Munir

27 citations0/0 files storedJournal of Workplace Learning

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Innovation and Knowledge Management Entrepreneurship Studies and Influences Organizational Learning and Leadership

Abstract

Purpose The purpose of this study is to investigate the impact of strategic entrepreneurship on explorative and exploitative innovation in the presence of strategic learning capabilities. This study has also explored the moderating role of structural organicity between strategic entrepreneurship and strategic learning capabilities. Design/methodology/approach A total of 298 employees working in software houses of Pakistan participated in the study. The study used a questionnaire-based survey through “google forms” on convenience basis, and structural equation modeling was used to test the hypotheses. Findings The results supported the positive association of strategic entrepreneurship with explorative and exploitative dimensions of innovation. Further, strategic learning capabilities was noted to mediate the association between strategic entrepreneurship and explorative innovation; however, it did not mediate the association between strategic entrepreneurship and exploitative innovation. Finally, the study examined the moderating role of structural organicity and noted a higher positive impact of strategic entrepreneurship on learning capabilities in the case of high structural organicity. Research limitations/implications The study collected data from a developing country during COVID-19, which may affect generalizability. The study suggests management to work on employees’ learning capabilities to cultivate the benefits of explorative innovation. Originality/value This study explores the mediating role of strategic learning capabilities between strategic entrepreneurship and innovation ambidexterity. In addition, it explores the conditional effect of structural organicity to trigger strategic learning capabilities.

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References

1999Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives 2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.1991Firm Resources and Sustained Competitive Advantage 1991Exploration and Exploitation in Organizational Learning 1991The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation 1988Organizational Learning 1995Market Orientation and the Learning Organization 2006Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators

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