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An Investigation of the Relationship between Career Development; and Organizational Performance (Customer Perspective) with Dynamic Capability as Mediating Factor: A Case of the Ministry of Education in Zambia

Author

Listed:
  • Mutale Daniel Chanda.

    (The Copperbelt University, Kitwe, Zambia)

  • Evaristo Nsenduluka.

    (The Copperbelt University, Kitwe, Zambia)

  • Chanda Sichinsambwe

    (The Copperbelt University, Kitwe, Zambia)

Abstract

This study sought to investigate the mediating role of dynamic capabilities on the relationship of career development with organizational performance (customer perspectives) in context of Public Service of the Ministry of Education of Zambia. The specific objectives were to determine the effect of career development on dynamic capabilities, assess the effect of dynamic capabilities on customer perspective, demonstrate the effect of career development on organizational performance (customer perspective) and validate the role of dynamic capability on the relationship between career development with organizational performance (customer perspective) in the Ministry of Education in Zambia. The study was founded on a positivist research philosophy and utilized a descriptive and cross-sectional research design. The population consisted of 1288 secondary schools. Primary data was collected from 301 respondents using self-administered questionnaires selected using a proportional stratified sampling technique. Descriptive statistics were computed to describe the characteristics of the study variables and structural modeling equation analysis was conducted to determine the nature and magnitude of the relationships between variables. The findings revealed that career development positively and significantly affect the dynamic capabilities. Further, dynamic capabilities were found to have positive and significant effect on organizational performance (customer perspective). It was also revealed that sensing and transforming contributed positively and significantly to the relationship of career development with organizational performance in terms of customer perspectives. The results were also found to be consistent with the previous research on these constructs. The study recommended that the Ministry of Education should develop career development practices that could be implemented in rapid changing environment within the available resources. The Ministry of Education should also be aware of every change in the environment and develop deliberate policies to do with environmental scanning for organizational customer performance in relation to career development. The Ministry of Education should also take affirmative actions to help develop the other dynamic capabilities that would help in enhancing performance in the rapid changing environment.

Suggested Citation

  • Mutale Daniel Chanda. & Evaristo Nsenduluka. & Chanda Sichinsambwe, 2024. "An Investigation of the Relationship between Career Development; and Organizational Performance (Customer Perspective) with Dynamic Capability as Mediating Factor: A Case of the Ministry of Education ," International Journal of Research and Innovation in Social Science, International Journal of Research and Innovation in Social Science (IJRISS), vol. 8(7), pages 2092-2106, July.
    • Handle: RePEc:bcp:journl:v:8:y:2024:i:7:p:2092-2106
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    References listed on IDEAS

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    1. Christopher Orpen, 1994. "The Effects of Organizational and Individual Career Management on Career Success," International Journal of Manpower, Emerald Group Publishing Limited, vol. 15(1), pages 27-37, February.
    2. Kathleen M. Eisenhardt & Jeffrey A. Martin, 2000. "Dynamic capabilities: what are they?," Strategic Management Journal, Wiley Blackwell, vol. 21(10‐11), pages 1105-1121, October.
    3. Shaker A. Zahra & Gerard George, 2002. "The Net-Enabled Business Innovation Cycle and the Evolution of Dynamic Capabilities," Information Systems Research, INFORMS, vol. 13(2), pages 147-150, June.
    4. David J. Teece & Gary Pisano & Amy Shuen, 1997. "Dynamic capabilities and strategic management," Strategic Management Journal, Wiley Blackwell, vol. 18(7), pages 509-533, August.
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