نوع مقاله : پژوهشی
نویسندگان
1 گروه مدیریت،دانشگاه علامه طباطبایی،تهران
2 دانشیار دانشکده مدیریت و حسابداری د انشگاه علامه طباطبایی
چکیده
کلیدواژهها
موضوعات
عنوان مقاله [English]
نویسندگان [English]
Aim and Introduction: Changing and rapid alteration is the feature of this century. For revolution we need knowledge and wisdom that able us to create new values in which take share among competitors. The purpose of organizational learning is to enable manegers and staffs for countering turbulent environment and aiming competitive advantages.The only organization power source and stability is fast learning. The primary purpose of organizational learning is increasing quality and quantity of performance which growth the strategic capabilities and make the firm to gain competitive advantages. According to the importance of strategic innovation in organizational development and improvement and the importance of strategic innovation in sustainable competitive advantage, this paper tries to examine the relationship between organizational learning and strategic innovation capacity.
Methodology: This research is applied one in terms of purpose and descriptive-survey in terms of nature (data collection method). In terms of evaluating the relationships between research variables is a correlation analysis. The statistical society are employees of Nano technology firms which are 164 according to Cochran formula. Cronbach's alpha test was used to evaluate the reliability of the research questionnaire. A questionnaire was used to assess the adequacy of the factors in order to confirm the confirmatory factor of Bartlett and KMO tests. Kolmogorov-Smirnov test was used to check the normality of the data for parametric and non-parametric tests. Since the variables are normal, Pearson correlation coefficient has been used to investigate the correlation coefficient between the variables. In order to evaluate the construct validity of the research indicators, in order to analyze the research data, SPSS software version 21 and the structural equation method of PLS software have been used.
Findings: In this research a PLS analysis on survey data suggests that strategic innovation capacity is strengthened when managers deliberately install specific learning mechanisms on the three dimensions of absorptive capacity: knowledge recognition, assimilation and exploitation.Results showed a significant positive correlation among the research variables, so learning mechanisms have impact on strategic innovation capacity.
Discussion and Conclusion: Organizations’ successful growth strategies in mature industries have raised scholars’ interest in “disruptive innovation”.some successful disruptive innovators succeeded in creating new markets and countering herd behavior without any technological advancementThis type of disruptive innovation has gone under the name of “strategic innovation” in the strategic management fieldthe first dimension has named recognition capability, which is defined as a firm’s processes aimed at identifying and acquiring new valuable external knowledge. The second dimension assimilation capability covers a firm’s processes aimed at interpreting and understanding the acquired external knowledge. Assimilationcombines new with existing knowledge emphasizing internal knowledge sharing and changing collective mental models. Finally, exploitation capability consists of structural, systemic and procedural mechanisms to harvest and incorporate assimilated knowledge into existing operations, so that exploitation can be sustained over a longer period of time. It had been proposed and proved by several researchers that the most important competitive advantage the company of the future would have is the ability of its managers to learn faster than the competitors so as to cope with the current external opportunities and threats, as such, organizations have to learn and acquire new knowledge and skills that will improve their existing and future performance. Organizational learning is an effective strategy for sustaining and improving a firm’s competitive edge and performance and organizational innovation is enhanced through organizational learning which translate to knowledge management that contributes to organizational performance. Organizational learning helps in gaining new knowledge and leads to innovation. In order to adjust to the changing environment and to make appropriate strategic choices, organizations must become aware of on-going environmental changes organizational learning is the process through which organization members develop shared knowledge based on analysis of data gathered from or provided by multiple sources, including the organizational members themselves. Successful organizational learning depends on the acquisition and assimilation of diverse new bases of knowledge for subsequent actions. Learning mechanisms for adjustment are positively related to a firm’s
strategic innovation capacity by stimulating critical reflections on customers, critical reflections on markets. Mechanisms for exploitation aim at better harvesting and incorporating newly assimilated knowledge into existing operations. Exploitation affects firm’s strategic innovation capacity by stimulating the firm to adapt the organizational structure, support new initiatives even to the detriment of existing business, adapt procedures, replace skills, change the way of working, and prevent organizational chaos.
کلیدواژهها [English]
1.Ahmadian, S.A., Shekari, H., Afshari, M. (2012). Investigating the relationship between knowledge stagnation, organizational learning and organizational innovation in Yazd higher education centers. Management of Organizational Culture, Fifth Year, Fall and Winter. 9(24), 131-154. (In Persian)
3.Alavi Matin, Y., & Chavoshipour, A. (2017). Investigating the effect of competitive advantages in order to attract customers in banking system. 2nd International Conference on Engineering and Applied Sciences, Dubai, Vira Capitalist Idea Managers Institute. ICEASCONF02_225.
5.Aragon, M., & Jimenez-Jimenez, D. (2020). HRM and radical innovation: A dual approach with exploration as a mediator. European Management Journal. 0.1016/j.emj.2020.03.007.
7.Bordbar,E., & Rezaieyan, S. (2014). Strategic innovation. 2nd National Conference on Entrepreneurship and Competitiveness, Sari, Mazandaran University Entrepreneurship and Industry Relations Center. ESAC02_114. (In Persian)
8.Child, J. (1997). Strategic choice in the analysis of action, organizations and environment: Retrospect and prospect. Organization Studies, 18(1), 43-76.
10.Chiva, R., Ghauri, P., & Alegre, J. (2014). Organizational learning, innovation and internationalization: a complex system model. British Journal of Management. 25, 687–705.
13.Daghfous, A. (2004). Absorptive capacity and the implementation of knowledge-intensive best practices. SAM Advanced Management Journal, 69(2), 21-27.
14.Day,G.S., & Schoemaker, P.J.H. (2004). Driving through the fog: Managing at the edge. Long Rage Planning, 37(2), 127-142.
15.Dogson, M. (1993) Oganizational learning:a review of some literatures, Organizational studies, 14, 375 394.
16.Doshman Ziari,E., Talaie, G., & Rajabiyan Tabesh, A.(2011). Fundamentals and principles of entrepreneurship (theories and applications). Tehran: Kind Book Publishing Institute. (In Persian)
17.Eisenhardt, K.M., & Martin, J.A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21, 1105-1121.
18.Fagerberg, J., & Verspagen, B. (2009) Innovation studies: The emerging structure of a new scientific field.Elsevier, 38(2), 218-233.
19.Figueiredo, P.N. (2003). Learning, capability accumulation and firms differences: Evidence from latecomer steel.Industrial and Corporate Change. 12(3), 607-643.
20.Garcia-Morales, V., & Jiménez-Barrionuevo, M., & Gutiérrez-Gutiérrez, L. (2012). Transformational leadership influence on organizational performance through organizational learning and innovation.Journal of Business Research. 65(7), 1040-1050.
21.Garcı´a-Morales, V., Llorens-Montes, F., & Verdu´-Jover, A. (2006). Antecedents and consequences of organizational innovation and organizational learning in entrepreneurship. Industrial Management & Data Systems, 106, 21-24.
22.Garvin, D. (2008). Building learning organization, Harvard Business Review, 71, 78-91.
23.HajiPour, B., & Kord, M. (2011). Effects of strategic contracts on the relationships between organizational learning, innovation and financial performance. Improvement and Transformation Management Studies. 18(64), 141-166. (In Persian)
24.Hartley, J. & Rashman, L. (2018). Innovation and inter-organizational learning in the context of public service reform.International Review Of Administrative Sciences. 84(2), 231-248.
25.Huber, G.P. (1991). Organizational learning :The contributing processes and the literatures, Organization Science, 2(1), 88-115.
26.Javanmard, H., & Sakhaie, F. (2009). Investigating the relationship between individual skills, organizational learning, innovation and organizational performance in small and medium industries of Markazi province. Strategic Management Research (Insight). 16(44). (In Persian)
30.Kim, W.C., & Mauborgne, R. (2004). Blue ocean strategy. Harvard Business Review, 82(10), 76-84.
31.Kuwada, K. (1998). Strategic learning: The continuous side of discontinuous strategic change. Organization Science, 9(6), 719-736.
32.Lane,P.J., Salk, J.E., & Lyles, M.A. (2001). Absorptive capacity, learning and performance in international joint ventures, Strategic Management Journal, 22(12), 1139-1161.
34.Liao, J., Welsh, H., & Stocia, M. (2003). Organizational absorptive capacity and responsiveness: An empirical investigation of growth-oriented SMEs. Entrepreneurship Theory and Practice, 28(1), 63-85.
35.Liedtka, J. (2000). Strategic planning as a contributor to strategic change: A generative model. European Journal of Management, 18(2), 195-206.
36.Lopez, S. P., Peon, J., & Ordas, C. (2005). Organizational learning as a determining factor in business performance, The Learning Organization, 12, 227-245.
37.Marinova, D. (2004). Actualizing innovation effort: The impact of market knowledge diffusion in a dynamic system of competition. Journal of Marketing, 68(3), 1-20.
38.Markides,C.(2004). What is strategy and how do you know if you have one? Business Strategy Review, 15(2), 5-12.
39.Martins, E.C., & Terblanche, F. (2003). Building organizational culture that stimulates creativity and innovation. European Journal of Innovation Management, 6(1), 64-74.
40.Moradi, S., & Moradi, P. (2013). Organizational learning, a new process in strategy design (spontaneous strategy formation). Quarterly Journal of Negah.143-166. (In Persian)
41.Okhuysen, G., & Kathleen, M. E. (2002). Integrating knowledge in groups: How simple formal interventions enable flexibility. Organization Science. 13, 370-386. Discipline based - refereed, Published, 2002.
43.Parahal, C.K. &Bettis, R.A.(1995). The dominant logic:Retrospective and extension.Strategic Management Journal, 16(1), 5-14.
44.Pokharel, M., & Hult, K. (2010). Varieties of organizational learning: investigating learning in local level public sector organizations. Journal of Workplace Learning, 22(4), 249-270.
45.Popper, M., & Lipshitz, R. (1998). Organizational learning mechanisms: A structural and cultural approach to organizational learning. Journal of Applied Behavioral Science, 34(2), 161–179.
46.Ranjbarian,. R. (1392). Creativity and innovation in organizations. Journal of Labor and Society. 161.
47.Salim, I., & Sulaiman, M. (2011). Organizational learning, innovation and performance:a study of malaysian small and medium sized enterprises, International Journal of Business and Management, 6(1), 2.
48.Sarookhani, B. (2014). Research methods in the social sciences: principles and foundations. Tehran: Institute of Humanities and Cultural Studies.
50.Seraj, M., Ahmad Zade, A., Jokar, M., & Miladi, M. (2013). Knowledge-based economy. The second meeting of research, development and technology managers. Tehran, Parsian Trade Conference. HTPCO02_021. (In Persian)
51.Serrat O. (2017) Harnessing creativity and innovation in the workplace. in: knowledge solutions. Springer, Singapore. https://doi.org/10.1007/978-981-10-0983-9_102
52.Shokri, Z., & Kheyrgoo, M. (2009). The role of learning in organizational innovation. Tadbir N0 212. (In Persian)
53.Sorati Ashtiyani, N. (2009). Strategic innovation. Management and human resources in the oil industry.N0 2. (In Persian)
54.Talebi Koohestani, M. (2008). The role of knowledge management in the innovation of leading organizations. The first national conference on knowledge management, Razi International Conference Center. IKMC01_010. (In Persian)
55.Thomas, J.B., Watts Sussman, S., & Henderson, J.C. (2001). Understanding strategic learning: Linking organizationallearning, knowledge management, and sensemaking. Organization science, 12(3), 331-345.
56.Toorani, H. (2007). Investigating the implications of management theories and styles in the emergence of innovation. Quarterly Journal of Educational Innovation. 5(15), 85-113. (In Persian)
57.Winter, S.G. (2000). The satisficing principle in capability learning, Strategic Management Journal, 21(10-11), Special Issue), 981-996.
58.Zahra, S.A., & George, G. (2002). Absorptive capacity: A review, reconceptualization and extension. Academy of management review, 27(2), 185-203.
59.Zott, C. (2003). Dynamic capabilities and emergence of intraindustry differential firm performance: Insight from a simulation study. Strategic Management Journal, 24(2), 97-125.