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Thecurrentissueandfulltextarchiveofthis journalisavailableonEmeraldInsightat:
https://www.emerald.com/insight/0969-6474.htm TLO Rolesoforganizationallearning 30,1 cultureinpromotinginnovation
IsnaeniAchdiat,SriMulyani,YudiAzisandCitraSukmadilaga
UniversitasPadjadjaran,Bandung,Indonesia 76 Received15January2021 Abstract Revised7August2021 12December2021
Purpose–Thisstudyaimstoevaluate therelationshipbetweenorganizationallearning(OL)culture(OLC) 14August2022
andinnovation.ThisstudyalsoaimstodeterminethepatternsbywhichtheconceptsofOLC/learning 7October2022
organization(LO)/OLandOLcapabilityareinterrelatedandhaveanimpactoninnovation. Accepted31October2022
Design/methodology/approach–Thisstudyemphasizedtheanalysisof42literaturereviews,which
containedthevariablesofOLC/LO/OLandinnovation.
Findings–AholisticperceptionofOLC/LO/OLanditsrelationshipwiththeconstructsofinnovationwas
provided.Inthiscase,morereportsemphasizedtheindirectcorrelationofOLCwithinnovation,through
interveningvariables.ThisindicatedthatOLCenabledinnovationthroughseveralinternalandexternalaspects,as
wellasbalancingbetweenflexibilityandcontrolinpromotingOLC.AspartoftheOLprocess,information,
acquisition,distribution,interpretationanddisseminationwere alsoconsistentlyrelatedtoinnovation,which
escalatedthecompany’sabilityinbecominganLO.Thisprovedthatagroupofemployeesneedstoshareasimilar
beliefinpromotingworkunitinnovation,becauseof theimportanceofcontinuousformalandinformallearningina
well-structuredinternalorganizationsystem.Inthiscase,externalfactorsneedtobehighlyconsidered,including competitorsandclients.
Originality/value–Thisstudyisamongtheearliesttoreviewtheliteratureabouttherelationshipbetween
OLCandinnovation.Thisstudyalso providesrecommendations forenhancingOLCinpromotinginnovation.
KeywordsOrganizationallearningculture,Innovation,Organizationallearning,Learningorganization PapertypeLiteraturereview Introduction
Innovationisanimportantinstitutionalphenomenonthatneedstobecarriedoutinarapid
transformationalera,forappropriateperformanceandsurvivalintheevolutionofthe
competitiveenvironment.Inthisphenomenalfield,theemphasisofseveralreportsis
reportedlythemostpresenttrend.Thisisbecauseinnovationleadstoorganizational
sustainabilityandenhancesprofitandemployeewell-being(Bishop,2020).Italsoaimsto
determinenewpatternsofsolvingproblems,throughanindividualandcollectivelearning
process.Furthermore,innovationemphasizestheappropriatepatternsbywhichan
organizationisevaluated,wherenewinformationisacquired,distributed,interpretedand
used(Alegre&Chiva,2008;Marsick&Watkins,2003).Accordingtopreviousreports,
organizationallearning(OL)wasoneoftheprominentpredictorsusedindetermining
innovation,becauseofbeinganoutputofimplementingcontinuouslearning.Somereviews
alsohighlightedthevariousconstructsofinnovationasfollows:
organizationalinnovation(Alsalami,Behery,&Abdullah,2014;Mokhber,Ismail,&
Vakilbashi,2011;Mokhber,WanIsmail,& Vakilbashi,2015;Agusto,Lisboa,& Yasmin,2014); TheLearningOrganization Vol.30No.1,2023
innovationcapability(Waruwuetal.,2020)andinnovationprocess(Al-Hakim,2007; pp.76-92 © EmeraldPublishingLimited
Sisaye&Birnberg,2014;Kharbanda,2002); 0969-6474 DOI10.1108/TLO-01-2021-0013
innovativeness(Tsai,Liao,&Hsu,2015;Dibrell,Craig,Kim,& Johnson,2015);
innovativeworkbehavior(Parashakti,Rizki,&Saragih, 2016;Susrini,Muis,& Organizational
Rasjid,2019;Bednall,Rafferty,Shipton,Sanders,&Jackson,2018;Pieterse,Van learning
Knippenberg,Schippers,&Stam,2010;Thongsri&Chang, 2019); culture
innovationperformance(Zizlavsky,2014);
workunitinnovation(WUI)(Sheehan,Garavan,&Morley,2020);
incrementalandradicalinnovation(Chandan&Urhuogo,2012); 77
productinnovation(Shanmuganathan,2018);and
serviceinnovation(Chen,Kerr,Chou,&Ang,2017).
However,mostofthesereportsemphasizedtherelationshipbetweenOLandproduct
innovation.Fromthisperspective,someculturalfactorssuch asdecision-making
decentralization,errortoleranceorsocialrelationssubsequentlyaffectedknowledgeand
innovationoutcomesthroughtheOLculture(OLC)process(Chang&Harrington,2003; Lemon&Sahota,2004).
AccordingtoCalantone,Cavusgil,&Zhao(2002),learningorientationwasassociatedwith
innovation,astheorganizationalactivitiesof developingand usingknowledge.Thisindicated
thatmoreempiricalanalysiswasstillneededtodesignfutureguides forpromotingeffective
innovation.Moreover,OLCpromotes andfacilitatesworkerslearning,sharingand dissemination
ofinformationregardingtheachievementoforganizationalgoals(Rebelo&Gomes,2017).This
wasrootedbasedonSchein(1992),whereOLCwasdefinedasthebehaviorsand beliefs derived
fromdeepgenerationalbasicassumptions,becauseofitsabilitytosolveinternalandexternal
problemswithinternalconsistencyandexternaladaptability,respectively.Insomeprevious
reports,severalinterrelatedconstructswereobserved,namely, OL, learningorganization(LO),
OLCandinnovationculture(IC).This observationconfusedunderstandingthepatternsbywhich
eachconstructspecificallycontributedtoinnovation.Italsoemphasizedwhethertheseconstructs
weretheoutcomes,processes,prerequisitesorfacilitatingfactors.
BasedonRebelo&Gomes(2017),innovationstillneedstobeorganizationallydeveloped
tocontinuouslylearn andactivaterelevantintervention,usingsuitableguidesfromthe
internalconsistenciesandexternaladaptation framework.Thisshowedthatsubsequent
analysiswasneededregardingtheevaluationofthesuitablespecificactivitiestobe
conductedineachstageofthelearningprocess.Theseactivitiesare tobeempoweredbythe
leaderandembedded in the organizational culture(OC).Althoughmostoftheliterature
prioritizedtheorganizationalandeconomicalfieldsasanoutput,limitedreportsstill
exploredvarious typesand constructsof innovation,regardingtherelationshipwithOLC
(Sheehanetal.,2020).This includesprocessinnovation,whichisdefinedasanewor
improvedprocessintegratedintooneormorebusinessfunctions.Itis oftensignificantly
differentfromthefirm’spreviousproceduresandperformances(Oslo,2018).This
innovationis considereda learningmechanism,whichrequiresthealterationoftheexisting
assumptionsand/oractionsinhibitingchange.Italsorequirestheadoptionoftheactivities,
ensuringtheemergenceofnewpotentially-useful knowledge(Sisaye&Birnberg,2014).
ThisneedstobesupportedbyastrongIC,whichdefinesorganizationalbehaviors,values
andbeliefs.Itisalsocharacterizedbyopen-mindedness,willingnesstochange,diversity,
collaborationandlearningfromfailure(OsloManual;Oslo,2018).Accordingtoaprevious
report,OLCandICwererelatedtoinnovation.Inthiscontext,OLCshowedastronger
relationship withinnovationoutput thanIC (Sattayaraksa&Boon-itt,2016).BesidesIC,OL
capabilitywasalsoassociatedwithOLC,regardingthe considerationofthepromotional
internal andexternalfactors.Inaddition,subsequentanalysisofthecorrelativepatterns of
theseinnovationconstructsisstillneeded. TLO
SeveralpreviousreviewsalsoevaluatedthepatternsbywhichOLCdirectlyorindirectly
enhanced innovationthroughinterveningvariables(Darvish&Nazari,2013;Škerlavaj, 30,1
Song,&Lee,2010;Kalyar&Rafi,2013;Bates&Khasawneh,2005).Inotherreports,data
wereprovidedthroughthesystematicreview ontherelationshipbetweenLOandOLand
OLCandleadership,aswellasperformance andinnovation(Patky,2020;Xie,Huo,&Zou,
2019;Santa,2015).Assomestudiesshowed thatOLCwasdirectlyrelatedtoinnovation
(Tohidi&Mandegari,2012;Khaleel,Ashaari,Meriam,Wook,&Ismail, 2015),others 78
indicatedtheunstable relationshipbetweenbothelements,unlessasignificantassociation is
observedwithspecificvariables(Kalyar&Rafi,2013;Naqshbandi&Tabche,2018;
Gachanja,Nga’nga,&Kiganane,2020).AlthoughSheehanetal.(2020)foundthatWUIwas
promoted bytransformationalleadership,Sisaye&Birnberg(2014)stillshowedthatOL
wassignificantlyrelatedto processinnovationregardingmanagementaccounting.
Irrespectiveoftheseresults,inadequate comprehensivereportswerestillobservedbasedon
thespecificdimensionof theOLCsignificantlyrelatedtoinnovation.Therefore,thisstudy
aimstoevaluatetheroleofOLCin promotinginnovation.Italsoaimsto determinethe
patternsbywhichOLCenablesdifferenttypesofinnovationin theorganization.In this
case,thecompetingvaluesframework(CVF)theorywasused inexaminingthedifference
betweenOLCandIC.Thefollowingquestionsalsoservedasthestudyframework:
Q1. Whatisthecomprehensivedefinition ofOLC,aswellasitsdifferences fromIC,OL capacity,OLandLO?
Q2. WhatistherelationshipbetweenOLC/LO/OLandinnovation,regardingthefollowing
themes:OLCastheinterveningvariableforinnovation,theinternalorganizational
processasanOLCandinnovationconstruct,theexternal organizationalenvironmentas
anOLCandinnovationvariableandtheinformationacquisition,distribution,
interpretationaswellasbehaviorandcognitivechanges,asOLCandinnovation constructs? Studymethod
TheOLC/LO/OLandinnovationrelationshipwashighlightedthroughacomputerizedsearch,
whichwasperformedusingthedatabasefromseveralengines,includingGoogleScholar,
Scopusandpeer-reviewedjournals.Thesearchkeywordsalsoemphasizedthevariablesof
OLC/OL/LOandinnovationvariables.Inthiscase,104articleswereobtainedforasubsequent
reviewprocess.Thiscontained62OLC/OL/LOand42innovationarticlesfromvarioussectors,
respectively.Theinclusioncriteriaforthisreviewshouldalsoemphasizethefollowing:
containkeywordsofOLC/LO/OL,organizationallearningcapabilityandinnovation; and
journalpublicationswithempiricalanddescriptivetechniques.
Basedontheliteraturereviewanalysis,theOLconstructwasmostlydominant,
accompaniedbythoseoftheOLC,OLcapabilityandLO.OLCalsohaddirectandindirect
relationshipswithinnovationconstruct, withsubsequentanalysissuggestingtheutilization
ofothervariableempowermentinpromotinginnovation.Inaddition,mostOLC/LO/OL
conceptswererelatedtotheorganizationalproduct,administrativeand process innovations.
Fewlimitedreportsalso evaluatedthe greenprocess,aswellasemployee andsocial
innovations,regardingtheOLC/LO/OLconstruct. Analysisanddiscussion Organizational
1.Interrelationshipbetweenorganizationallearningculture,learningorganization and learning
organizationallearningconstruct culture
Anextensivestudy onOL/LOconstructsshowedtheimportantaspectoflearninginan
organization, forsurvivalin arapidchangeera.Severalreportsalsoexplainedthatthe
characteristics oftheOLemphasized organizational processes, withLObeingtheoutput
(Örtenblad,2001;Odor,2018).Inthiscase,OLfocusedonthefollowing: 79 learningenvironment;
learningneedsidentification;
pragmaticlearnedknowledge;and learningneedsactualization.
However,LOprioritizedcontinuous learning,leadingtoconsensusvisions amongall staff
(Gilaninia,Rankouh,&Gildeh,2013).Regardingthedifferences,bothvariableswere
distinguishedbasedonorganizationalstructure andculture,informationsystems,human
resourcepractices andleadership.Accordingto Lau,Lee,&Chung(2019),OLcontained
knowledgelearningstages,whereasLOhighlyprioritizedtrainingorientation (structure,
process, strategyandconceptualorientation)andlevel(institutional,groupandindividual).
Inbothconstructs,theroleofOCwasveryimportant,becauseofensuringthelearning
process frominformation acquisition,distributionandinterpretation.Basedonthe
importanceofOL,thecognitiveandbehavior changeswerealsosmoothlymanagedthrough
thesocializationprocess,formalandinformalcommunicationaswellasthedevelopmentof
sharedbeliefs.Inthiscase,anorganizationhighlyengagedinthesefourphasesand
facilitatingitsmembers’learningprocesses isexpectedtohaveanOCand becomeanLO (Koffman&Senge,1993).
BesidesOL/LO,theOLCconstructwasinterrelatedwithOLandculture.Accordingto
Škerlavaj etal.(2010),OLCwasasetofnormsandvalues,whereitsmembersactively
engageintheOLprocess,includinginformationacquisition,distribution,interpretationand
behavioraland cognitivechange (BCC).Thevariablealsocontainedanorganizationanda
combinationofdifferentculturetypes(group,developmental,hierarchicalandrational)ina
competitiveenvironment.Basedonthismodel,fourtypesofculturewereobserved
regarding internalandexternalcombinations,aswellasflexibilityandstable dimension,
namely,adhocracy/developmental,hierarchy,clanand market/rational.Adhocracyand
hierarchycultureemphasizesflexibilityandcontrol,withexternalandinternalorientations,
respectively.Clanculturealso prioritizes flexibilityandinternal organization.Meanwhile,
rationalcultureis focusedonexternal,stability,achievementandtargetorientationsin
marketmaintenance(Cameron&Quinn,1999).
Škerlavaj,IndiharŠtemberger,Škrinjar,&Dimovski(2007)alsoexploredthebesttypeof
OCwhensupportinginnovativenessthroughtheCVFtheory.Thisindicatedthatstrategic
informationacquisitionpossessedsomeofthecharacteristicsoftheCVFdevelopmentalculture.
Thecollectionofoperationalandtacticalinformationsubsequentlyrequiredgroup,developmental
andhierarchical culture-typecharacteristics.Forformalinformationinterpretation,thehierarchical
phenomenonwasmoreappropriateforutilization,whereasthecognitivechangespossessedthe
elementsofgroupanddevelopmentalculture.Meanwhile,the rationalityofbehavioralchanges
wasalignedwiththecharacteristicsoftherationalculture.ThisprovedthatOLCsustainably
emphasizedal fourCVF-basedcultures,becauseofbeingoneofthebestorganizationalconstructs
insupportinginnovation.Škerlavajetal.(2007)alsoprioritizedtheconceptualframework of
Marsick&Watkins(2003),wherethefollowingsevenLOelementswerehighlighted: TLO
(1) continuouslearningopportunitiesdevelopment,byembeddinglearningintothe
jobandprovidingongoingdevelopmentalprocesses; 30,1
(2) inquiryanddialoguepromotion,throughtheestablishment ofaculturethat
supportsquestioning,feedbackandexperimentation;
(3) collaborationandteamlearningencouragement,bydesigningcooperativework
forpeopletogainaccesstodifferentthinking styles,aswellassimultaneously 80
developaculturefavorabletogroupperformance;
(4) developmentofsystemstoobtainandsharelearning;
(5) empowermentofpeopletowarda collectivevision,through theestablishmentof
potentialandaccountabilityforimportantdecisionsandresponsibilities;
(6) environmentalorganizationrelationship,forindividualsto adjustworkpractices basedonexternalcues;and (7) strategyprovision.
TheseelementswererootedinOLC’sconstruct,regardingfourprocessesofOL,including
informationacquisition,distribution,interpretationaswellasBCC.Thisconstructwas
frequentlyusedbyother scholars,including Rupcic(2021),whichprovidedcomprehensive
elaborationonthepatternsbywhichschoolsimplementedthese sevenelementstoward becomingLOs.
AnotherconstructwasestablishedbyRebelo&Gomes(2011), whichexamined the
psychometrypropertyofOLCmeasurement.Thisprovidedtwodimensions,namely,
internalconsistencyandexternaladaptability.Inthiscontext,theinternalconsistency
containedworkdesign,communication,humanresourcedevelopmentandleadership.
Theseaspectsemphasizedtheinternalorganizationalprocessesstructured to promoteOL.
Anexampleofthisitemprioritizesthefollowinginterview,“thisorganizationstimulatesthe
professionaldevelopmentofitsworkers.”Meanwhile,theexternaladaptationcontained
clients, competitorsandsuppliers-relatedmatters.Thesethreeconstructswererelatedtothe
externalenvironmentofthe organization,wherethecompany needstosuccessfullylearn
andcorrespondtoitsdemands.Anexampleofthisitem emphasizesthefollowinginterview,
“weknowthatitisimportanttocontributewith innovativeideas,toimprovework processes.”
BasedonRobeloandGomes(2017),OLCfavorably impacted organizationaloutcomes.It
alsodelvedintothecharacteristicsofOLC,whichincludedthefollowing:
learningasoneoftheorganization’scorevalues; afocusonpeople; concernforallstakeholders;
encouragementofexperimentation;
encouragingaresponsibleriskattitude;
thereadinesstorecognizeandlearnfrommistakes;and
thepromotionofopenandintensecommunication, cooperation,interdependence andkinestheticlearning.
Dimas,Rebelo,Lourenço,&Rocha(2019)alsoevaluatedteamlearning,wheredialoguewas
anecessaryelement.ThisshowedthattheinternalintegrationdimensionofOLC
emphasizedthe roleofleadershipinpromotingteamlearning.Fortheexchange of
knowledge,several formalandinformalprogramswerealsoneededatalllevels,including
individual,organizationalandgroup.Fromthesedescriptions,someprevious studieshighlighted Organizational
threecommontypesofOLCconstruct,suchasthesevendimensionsemphasizingMarsick& learning
Watkins(2003)fourprocessesof OL,as wellastheexternaladaptability andinternalconsistency culture
developedbyRebelo&Gomes(2011).Inthiscontext,thesevenOLCdimensionswerecommonly
usedbyseveralreports.Inaddition, theseconstructssharedsimilaritiesregardingthe
involvementofanorganizationalinternalfactorandexternalawareness.
Organizationallearningcultureversusinnovationculture.OC isamongtheearliest variablessigni 81
ficantlyrelatedtoinnovation(Morcil o,Rodrigues-Anton, &Rubio,2007;Kalyar&
Rafi,2013).AccordingtoNaranjo(2019),the typesofOCenhancingandinhibitinginnovation
wereexamined,usingtheCVFmodeldevelopedbyCameron& Quinn(1999).Theresults
showedthat adhocracyandhierarchicalculturesfosteredandpromotedinnovationstrategies
andimitationcustoms. Thiswasbecausetheadhocracyandhierarchicalcultureemphasized
flexibilityandcontrolbecauseofbeingexternal yandinternal yoriented,respectively.Clan
culturealsofocusedonflexibilityand internalorganization,regardingitscharacterizationby
teamwork,aswel asemployees’involvementandcorporatecommitment.Meanwhile,rational
culture wastarget-oriented, aswel asprioritizedtheexternalenvironment,stability and
achievement,towardmarketmaintenance.Intheadhocracyconstruct,aninnovativeculture
becamean experimental interestinOC,beforethetrend onlearning culture (LC)and OLC.Inthis
case,theorganizationwithhighinnovativenesshadacoreculturalattributeofidentifyingthe
relevanceofinnovationinorganizationalstrategy.Italsoservedasapioneerofthe
innovativenessperformedbyenterprises,regardingthenumberofnewideas(technicalor
administrative).Additional y,innovativenessemphasizesanemployee’swil ingnesstothink
broadlyandreflectsacompany’szealtoseekthedevelopmentofnewgoodsorprocesses.
AccordingtoDombrowskietal.(2007),eightcompositionalaspectswereobserved foran
organization’s innovativecultureorinnovativeness:
(1) innovativemissionandvisionstatements;
(2) ademocraticlateralcommunicationwithouthierarchicalbarriers,to attractand
retaincriticaltalentedindividualspursuingexperimentationandinnovation;
(3) differenttypesofsafeandinnovativeenvironments encouragingexperimentation andinnovation; (4)flexibility;
(5) collaborationacrossorganizationalboundaries;
(6) sharingandteachingamongandacrossbusiness unitsandalliances,asan
effectivepatternofpromotingcollaborativeinnovation;
(7) incentiveschemesregardingtheworkteamsfosteringaninnovative culture;and (8)leadership.
Dobni(2008)alsodescribessevenelementsofinnovative culture,namely: (1) innovationpropensity;
(2) organizationalconstituency; (3)OL; (4) creativityandempowerment; (5) marketorientation; (6) valueorientation;and (7) implementationcontext. TLO
Thismultidimensionalconstructcontained intention,infrastructure,operationandthe
environment,whichemphasizedinnovativewillingness,organizationalsupport,in 30,1 fluential
marketbehaviorsandinnovationimplementation,respectively.The studyalsoshowedthat
OLbelongedtotheinfrastructuraldimensionofinnovativeculture,wheretrainingshould besystematicallyimplemented.
BasedonSharifirad&Ataei(2012),aframework wasidentifiedforunderstandinginnovative
culture.Thisprioritizedfouraspects,namely,involvement,consistency,adaptabilityandmission. 82
Inthiscase,involvementandadaptabilitybelongedtotheinnovationinfrastructurestream,with
consistencyand missionobservedforthepropensityandimplementationfields,respectively.
From thisframework,involvementwas verysimilarto empowerment,asoneof theOL
constructsproposedbyYang,Watkins,&Marsick(1998). InlinewithDobni(2008),Sharifirad&
Ataei(2012)suggestedthatOL implicitlyplayedanimportantroleindevelopingpositiveimpacts oninnovationinfrastructure.
AlthoughtheOLCconstructisdifferentfrominnovativeculture,someinterrelationships
arestillobserved.AccordingtoŠkerlavajetal.(2007),OLCwasalsodefined usingtheCVF
framework.Unliketheinnovativeculturedominantlyreflected inadhocracyculture(flexible
andexternalfocus),OLC ishighlyfocusedontheintegrationofthefour typesofconstructs,
includinginformationacquisition,interpretationaswellasBCC.Thisexplainedthat OLC
orientationencouragedthe occurrenceofOL,whichconsideredtheexternaldemand
systematicallystructuredandimplementedthroughinternalprocesses.OLCalsoenabled
innovation,comparedtotheinnovativecultureemphasizingnewdevelopmentandadditional
values.Subsequently,thisconstructisacombinationofflexibilityandcontrolapproaches,aswel
asabalancedperspectivefrominternalandexternalorganizationaldrivers.The main
characteristicsandsomescalesofOLCaremostlyfoundintheflexibilityandcontrolorientations,
respectively.In thiscontext,theinternalandexternalconcentrationsarebothequal yrepresented
inthemultiplequalitiesofOLC.OLalso needstobeintegrated withtheindividualtraining
processeswithin asupportiveOLC,tostrengthenthecompany’sinnovativeknowledge
productionpractice.Thissubsequentlyleadstothelikelihoodoforganizationalinnovation.These
wereinlinewithDarvish&Nazari(2013),whereanorganizationwithOLCidentifiedlearningasa
habitualandintegratedpartofallorganizationalfunctions,whichconsideredbothdimension
flexibilityandcontrol, aswellasinternalandexternalpriorities.
Fromthesedescriptions,manypreviousreportshighlightedtheimportant integrationof
theCVFframework in definingOLC,whichcontainedinternaland external integrations.
Thisconstructsubsequently emphasizedflexibility,control andstability,toensurethe
achievementofasystematicandstrongculture.Meanwhile,theICwasmorefocusedonthe
awareness of competitorsandcustomerdemandindevelopingvalue-addedproductsand
services,whichshouldbeaddressedinhigherflexibilityapproach.AlthoughOLCwas
similartoan IC,itstillprioritizedthe development ofsharedbeliefsandnormsonthe
importanceoftheOLprocess.ThisshowedthattheICmainlyfocusedonthedevelopment
ofnewideas.OLCalsoplayedanimportantrole inenablinginnovation,especiallyin
encouraginglearninginfrastructureandempowerment/involvement.
Organizationallearningcultureversusorganizationallearningcapability.Insome
literature,OLC represented OLcapability,whichpossessedsimilarelementsto OLC.This
constructisdefinedasabundleoftangibleandintangibleresourcesusedtoachieveanew
organizational competitiveadvantage. Theconstruct’sdimensionalityisalsoexplained
throughtheimportanceofinteractionsbetweenactors(individualsandgroups)andartifacts
(things,values,processes,etc.).Moreover,theelementsofOLcapabilityinclude
experimentation,risk-taking,externalenvironmentinteraction,dialogueandparticipative
decision-making(Alegre &Chiva,2008).BothOLCandOLcapability alsoemphasized the Organizational
importanceofexperimentation anddialogueinenablingOL. learning
AccordingtoTohidiandMandegari(2012),thesameconstructusedbyAlegre&Chiva(2008) culture
wasreplicated,indicatingthatthesmal eremployeesizeledtohighimplementation of
innovation.InlinewiththeOLC,thisconstructsubsequentlyhadanindirectrelationshipwith
innovationandorganizationalperformance(OP)(Kalmuk&Acar,2015;Cinar&Eren,2015).In
thiscase,OPwasimprovedregardingtheexistenceofOLcapabilityinnovationfacilitation. 83
Furthermore,thepatternsbywhichOLcapabilityfacilitatedinnovationwere explainedbasedon
thedynamiccapabilitytheory,whichemphasizestheintegration,buildingandreconfigurationof
firm-specificresources,capabilitiesandcompetencies,towardcoping withtheever-changing
environment.Inthiscontext,thefirm-specificcapabilityreflectsanorganizationalabilityto
initiateand implementinnovativeideas,which arebuiltthroughacontinuouslearningprocess
andenforcedbytheOLC.Althougheveryorganizationrealizedtheimportance ofOLin
developinganinnovationcapability,somepreviousreportsstil highlightedthatthemost
dominantrelatedproblemindevelopingcountrieswastheinabilitytodevelop,shareanduse
knowledge.TheyalsoemphasizedthelackofasupportivecultureforOL(Beyeneetal.,2016).
Thiscon rmedthatOLC needstobedevelopedtopromoteinnovation,consequentlythe
organizationhavingOLcapabilityenabling thecapabilityto innovate.
2.Organizationallearningcultureandinnovation Severalstudies
highlightedtheimportantrole ofOLCasaninterveningvariableusedtopromoteinnovation
(Morales,Jimenez-Barrionuevo,&Guti errez-Gutierrez,2012;Verma,Singh,&Rao,2014;
Alsalamietal.,2014;Khurosani,2018;Imani,Foroudi,Seyyedamiri,&Dehghani,2020;
Sheehanetal.,2020;Bates&Khasawneh,2005;Naqshbandi&Tabche,2018).These
suggestedthat transformationalleadership,leadership empowerment,learningclimate andtask
motivationpredictedinnovationviaOLC.BasedonAbdietal.(2018),learningcommitment,
sharedvisionandopen-mindednessplayeda significant roleinmediatingtherelationshipbetween
OCandinnovation(product,processandadministrative).Ghasemzadeh etal.(2019)alsoexamined
therelationshipbetweenOLactivitiesandIC,regardingthe productionandprocessingof
innovation.Thisindicated thesignificantmoderatingroleofICintherelationshipbetweenOL and
innovationperformance.Moreover,Theresia&Antonio(2021)examinedthemoderatingroleof
OLCintherelationshipbetweenteambuilding,aswellasemployeeempowermentandself-
efficacyinjobcompetencies.ThisprovedthatOLConlystrengthenedtheinfluenceofself-efficacy
onemployeecompetencies,leadingtobetterinnovation.Theresultsobtainedwerealso beneficial
tothedecision-makersofmanufacturingcompanies,todevelophumanresourcesstrategies,
especiallytoimprovetheOLCmotivatingemployees’potentialtotheful estaccomplishments.
MostoftheOLvariablesreportedlyhaveadirectandsignificantrelationshipwithinnovation.
ThiswasinlinewithGachanjaetal.(2020),whereOLsignificantlyinfluenced innovationoutput.
From thisresult, lifelonglearning,management supportandrisktolerance shouldbeencouraged
toimprovethecapacitytointegrateinternalandexternalknowledge,forgreaterlevelsof
innovationoutput.Sisaye&Birnberg(2014)alsofoundadirect andsignificantrelationship
betweensingleand doubleloopsOLmethodswithprocessinnovation.Inaddition,Hungetal.
(2011)highlightedtherelationships betweenOLandinnovationperformance. Basedonthe
reviewof42articles,mostofthepreviousstudieswerefoundtoexaminetherole ofOLCasthe
interveningvariable inpromotinginnovation.ThisisbecauseLCneedstobeemphasizedby
goodleadership,supportivemanagement,humanresourcesstrategiesandpolicies,aswellasan
integratedapproachatalllevels (individual,groupandorganization).
Internalorganizationprocessasanorganizationallearningcultureconstructand TLO innovation. 30,1
AccordingtoMaria(2003),theindividualdimensionsintheuseofinnovation
wereexamined,indicatingthatembeddedsystems,leadershipaswellascontinuousand
teamlearningwererelated totheinnovativeprocess.Theyalsoemphasizedtheroleof
dialogueamongandbetweenorganizationalmembersandleaders, towardthepromotionof
innovation.Moreover,Bates&Khasawneh (2005)proposedtheperceived beliefthat organizational knowledgewasnot 84
fixed. Thisindicated thatanyonewasqualifiedtoserve
asalearningsource,regardingthepromotionoforganizationalinnovation,whichisthe
abilityofa companytoadoptanddevelopnew andbetterproducts,servicesaswellas work
processesand procedures.BasedonAlegre&Chiva(2008),experimentationandrisk-taking
wereproposedas theinternalorganizationprocesselementsfacilitatingOL.Inlinewith
Maria(2003),Bates&Khasawneh(2005) andGachanjaetal.(2020)alsohighlightedthe
importanceoflifelonglearning,managementsupportandrisktoleranceinpromoting innovation.
Santa(2015)subsequentlyinvestigated moredimensions ofLO,includingthecultural
properties,astheinternalaspectoftheLO.ThisexplainedthatLO’sculturalelementcontained
openness,wherepeopleshareideas,speakwithout fearand trustedeachother.Theelementalso
containedexperimentation,wherepeoplewereencouragedto attemptnewdevelopmentsand
calculatedrisks,aswellas acceptfailures.Subsequently,participationwas acquiredinthis
context,wherepeoplewereequallytreated,and noverticalandhorizontalbarrierswereobserved.
Thisledallstafftowardcollaborativeworkparticipation. AnotherelementofcultureinLOwas
thedialogue,whereemployeeswereabletoaskanytypeofquestionandobtainfeedback.These
resultswereinlinewith AliTaha,Sirkova,&Ferencova(2016),whereorganizational
psychologicalsafetywasobserved.Inthiscontext,individualswerecapableofsafely expressing
theiropinionsandacceptedwhentheymakemistakes.Thisprovedthatthewillingnessof
employeestogeneratenewideaswascloselyrelated toindividualcreativity,which ledto
organizationalinnovation.Husseina,Safiah,Noordina,&Ishaka(2016)alsofoundasignificant
relationshipbetweenLOculture andorganizationalinnovativeness(OI),wherecollaborationand
team learningwerehighlyassociatedwithOI.Inthiscase,OIemphasized theimplementationof
creativeideas,aswel asthetransformationofopportunitiesand suggestionsintopracticaluse.
ThiswasinlinewithLin & Lee(2017),whereOLcommitments,sharedvision,open-mindedness
andknowledgedistributionpromoted employees’innovativeworkbehavior.
BasedonNaqshbandi&Tabche(2018),theroleofempowering leadershipwasexaminedin
enhancingopeninnovation(inboundandoutboundinnovation)outcomes,throughthe
interventionofOLC.Thisencouragedcontinuouslearning,dialogueandaligningrewardsystem,
becauseoftheOLCaspectused.Apreviousstudyalsohighlighted thatindividualand team
learningpositivelyinfluencedinnovativeworkbehaviors(Lu&Li,2010;Park,Song,Yoon,&
Kim,2014;Khaleeletal.,2015).However,theselearningprocesseswerenotconsideredOLunless
anexplicitdecisionwasadopted,regardingtheutilizationofknowledgeviainternalOLC
integration.Thisprovedthattheutilizationofnewand existingknowledgeshouldbeencouraged
bypoliciesandarewardsystem,fortheeffectiveimplementationoftheinnovationprogram
(Hyjek,2014).Ameenetal.(2020)alsoproposedthateducationprioritizedthedepartment’s
ability toadapttothetransformationalcircumstancessignificantlyrelatedtotheproduct,process
andtechnologicalinnovation.ForTheresia&Antonio(2021),thecompanyneedstoensurethat
work directionsareavailabletoeveryemployeewhenpromotinginnovationthroughOLC.Italso
suggestedthefollowing:trainingmustbearrangedtoincreasetheworking knowledgeofits
employees,anawardshouldbeprovidedbythecompanytothebestemployeeandfastresponse
oughttobeensuredwhenemployeecomplaintsareobtained.
Externalenvironmentoftheorganizationasanorganizationallearningculture construct Organizational
andinnovation.Inenhancinginnovation,severalstudieshighlightedtheexternalorganizational learning
environmentrelatedtotheOLCelement.AccordingtoAlegre&Chiva(2008),theexternal culture
environmentinteractionwasproposedthroughdialogue,withparticipative decision-making
facilitatingtheprocess,productandadministrativeinnovation.ThiswasinlinewithAmeenetal.
(2020),whereorganizationsneedtocontinueseekingnewdevelopment,topromoteabetter
product,processand administrativeinnovation.Basedon thesedescriptions,theorganization 85
should beabletoobtainfeedbackfromtheexternalenvironmentwhenpromotinginnovation,
becauseoftheawarenessofthedemandand competitorperformance.Thisleadstothe
continuousdevelopment,distribution,interpretationandutilizationofrelevantknowledge,
towardtheestablishmentofanewproductandprocessaccordingtothemarketdemand.
Informationacquisition,distribution,interpretationaswellasbehaviorcognitivechanges
asorganizationallearningcultureandinnovationconstructs.Severalpreviousreports
emphasizedtheconstructofOLC,regarding theusedfour-stagedOL process,namely,
informationacquisition, distribution,interpretation,behaviorandcognitivechangesaswell
astheirrelationshipswith innovation.BasedonDarvish&Nazari(2013)andKalyar&Rafi
(2013),alearningprocesscontainingfourstageswasexamined.In thisprocess, twostages
weresignificantlyrelatedtoinnovationandinnovativeculture, althoughBCChad
insignificanteffects.ThiswassubsequentlyinlinewithKhurosani(2018).Naqshbandi&
Tabche(2018)alsohighlightedtherelationshipbetweenOLCandtwotypesofopen
innovation,namely,inbound andoutbound.The inboundinnovationemphasizedthefirms
involved insourcing,evaluating,acquiringandintegratingknowledgeintotheirinternal
systemsandprocesses.Meanwhile,outboundfocusedontheexploitationofknowledge,
enablingfirmstodiffuse,useandtransformknowledgeforcommercialization purposes,
dependingontheorganization’spromotiononanOLC.ThisindicatedthatstrongOLC
enabledopeninnovationwhenacquiring,distributingaswellasperformingthe behavior
andcognitivechangesonknowledgepredisposition.
Basedonal thesedescriptions,thepreviousstudyhighlightedtheinterrelationshipbetween
OLCandinnovation.ThisshowedthatvariousconstructswereinterrelatedregardingOL,LO,OL
capabilityand OLC.Inthiscase,theOLCconstructswere developedregardingtheinternal
integrationandexternaladaptationoftheorganizationalactivitiescombiningtheflexibilityand
controlaspectofCVFtheory.Thissubsequentlyemphasizedthemembersofsharedorganizational
beliefsaboutthelearningprocesses.Furthermore,consistentresults wereobservedonasignificant
relationshipbetweeninformationacquisition, distributionandinterpretationwithinnovation
construct.Thisindicatedthatinnovationwaslikelytooccurwhen theemployeecontinuously
obtained suitableinformationandadequateinterpretation.Irrespectiveofthissignificance,
cognitiveandbehavioralchangedidnotsignificantlyinfluenceinnovation.TherolesofOLC asthe
interveningvariableintherelationshipbetweenvariousorganizational/personalandinnovation
constructswerealsohighlighted.Thisproved thatothervariablesneedtobeconsideredas
predictorsinensuringtheexistenceofinnovation.Severaleffortsalsoneedtobeconsideredfor
OLCtoreinforceandprioritizeinnovation.Thisincludesthefollowing:
ensuringtheavailabilityofsuitableinformationforacquisition;
developingawell-structuredlearningplantohelpemployees’informationinterpretation;
developingformalandinformalactivitiestosocializeandinternalizeshared beliefs,
tosupportbehaviorandcognitivechanges; and
avoidingknowledgevacuumtoeradicateexcessiveineffective learningprocesses (Choi&Chandler,2020).
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