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Establishing interrelationships among organisational learning, innovation and performance

Author

Listed:
  • Zbigniew Pastuszak
  • Stacy Huey-Pyng Shyu
  • Tzong-Ru Lee
  • Pornthep Anussornnitisarn
  • Onwika Kaewchur

Abstract

Knowledge and learning ability are critically successful factors in the competitive advantage of an organisation. The knowledge from both internal and external sources should be transferred to all levels of the organisation. The reason is that increasing the performance of organisation focuses not only on improvement thru learning, but also on innovation. This study aims to review the key literatures relating to the relationships among organisational learning, innovation, and performance. The steps of reviewing the literature were performed in accordance to the methodology suggested by Denyer and Tranfield (2009). The findings showed that: 1) organisational learning directly influences innovation; 2) innovation directly affects performance; 3) organisational learning directly influences performance through innovation. As a result, organisational learning is essential for continuous performance improvement and long-term competitiveness.

Suggested Citation

  • Zbigniew Pastuszak & Stacy Huey-Pyng Shyu & Tzong-Ru Lee & Pornthep Anussornnitisarn & Onwika Kaewchur, 2012. "Establishing interrelationships among organisational learning, innovation and performance," International Journal of Innovation and Learning, Inderscience Enterprises Ltd, vol. 11(2), pages 200-215.
    • Handle: RePEc:ids:ijilea:v:11:y:2012:i:2:p:200-215
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    Cited by:

    1. Andreea MAHA, 2015. "The Online Visibility Of The Romanian Hotels. Emphasis On The Hotels From The North-East Region Of Romania," CES Working Papers, Centre for European Studies, Alexandru Ioan Cuza University, vol. 7(2a), pages 545-554, September.
    2. Ashutosh Shukla & Sunil Kumar Pandey & Ashish M. Dubey, 2020. "Determinants of Organizational Learning in a Firm: An Empirical Analysis of Indian IT Industry," Global Business Review, International Management Institute, vol. 21(4), pages 1051-1064, August.

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