Investigating Effect of Technological Variables and Organizational Learning on Organizational Performance Through the Mediation of Organizational Innovation (Case Study: Iranian Industry Bank)
Subject Areas :Mahdi Joneidi Jafari 1 , Mohammad Aghdasi 2
1 -
2 - Tarbiat Modares University
Abstract :
This paper examines the effects of technological variables, including top management support for technology, on the development of technological skills, technological distinctive competencies and organizational learning. It also examines the effects of technological distinctive competencies and organizational learning on organizational innovation. How these variables affect organizational performance. This study was conducted using a descriptive-survey research method with a sample of 30 banks approved by the Central Bank of Iran using a questionnaire and through structural equation method. The results of the research show that: (1) top management support has a positive impact on the development of technology skills, technological distinctive competencies, and organizational learning. (2) Technological distinctive competencies and organizational learning, directly or indirectly through organizational innovation, have a positive impact on organizational performance. It was also confirmed that innovation has a positive impact on organizational performance. Research also has recommendations for business professionals that the creation of merit is complex and a long-term process that should be pursued with the long-term strategy of the company. Therefore, the involvement of management through the design of an entrepreneurial strategy is also a major issue.
داوری، علی و رضازاده، آرش. (1395). مدل سازی معادلات ساختاری با نرم افزار PLS (چاپ سوم). تهران: سازمان انتشارات جهاد دانشگاهی.#
Andrawina, L. (2009). Relationship between knowledge sharing and absorptive capacity moderated by organizational and technology factors: a conceptual model. IEEE International Conference on Industrial Engineering and Engineering Management. Hong Kong: IEEM.#
Arago´ n Correa, J., Garcı´a Morales, V., & Correa, J. (2007). Leadership and organizational learning’s role on innovation and performance: lessons from Spain. Industrial Marketing Management, 36(3), 349–359.#
Armstrong, C., & Sambamurthy, V. (1999). Information Technology assimilation in firms: the influence of senior leadership and IT Infrastructures. Information Systems Research, 10(4), 304–327.#
Beath, C. (1991). Supporting the Information Technology Champion. MIS Quarterly, 15(3), 355–372.
Bontis, N., Crossan, M., & Hulland, J. (2002). Managing an organizational learning system by aligning stocks and flows. Journal of Management Studies, 39(4), 437–469.#
Byrd, T., & Davidson, N. (2003). Examining possible antecedents of IT impact on the supply chain and its effect on firm performance. Information Management, 41(2), 243–255.#
Calantone, R., Cavusgil, S., & Zhao, Y. (2002). Learning orientation, firm innovation capability, and firm performance. Industrial Marketing Management, 31(6), 515–524.#
Calantone, R.J.; Cavusgil, S.T.; Zhao, Y. (2002). Learning orientation, firm innovation capability, and firm performance. Industrial Marketing Management, 31(6), 515–524.#
Carayannis, E., Popescu, D., Sipp, C., & Stewart , M. (2006). Technological learning for entrepreneurial development (TL4ED) in the knowledge economy (KE): case studies and lessons learned. Technovation, 26(4), 419–443.#
Cavusgil, S., Calantone, R., & Zhao, Y. (2003). Tacit knowledge transfer and firm innovation capability. Journal of Business & Industrial Marketin, 18(1), 6–21.#
Cefis, E., & Marsili, O. (2005). A matter of life and death: innovation and firm survival. Industrial & Corporate Change, 14(6), 1167– 1192.#
Cohen, W., & Levinthal, D. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly, 35(1), 128–152.#
Coombs, J., & Bierly, P. (2006). Measuring technological capability and performance. R&D Management, 36(4), 421–438.#
Damanpour F. ; Walker R.M.; Avellaneda C.N. (2009). Combinative effects of innovation types and organizational performance: a longitudinal study of service organizations. Journal of Management Studies, 46(4), 650–675.#
Danneels, E., & Kleinschmidt, E. (2001). Product innovativeness from the firm’s perspective: its dimensions and their relation with project selection and performance. Journal of Product Innovation Management, 18(6), 357–373.#
DeCarolis, D. (2003). Competencies and imitability in the pharmaceutical industry: an analysis of their relationship with firm performance. Journal of Management, 29(1), 27–50.#
Dong, L. (2008). Exploring the impact of top management support of enterprise systems implementations outcomes: two cases. Business Process Management Journal, 14(2), 204–218.#
Drejer, A. (2001). How can we define and understand competencies and their development? Technovation, 21(3), 135–146.#
Falconer, L. (2006). Organizational learning, tacit information, and e-learning: a review. The Learning Organization , 13(2), 140–151.#
Garcı´a Morales, V., Ruiz Moreno, A., & Llorens Montes, F. (2007b). Effects of technology absorptive capacity and technology proactivity on organizational learning, innovation and performance: an empirical examination. Technology Analysis & Strategic Management, 19(4), 527–558.#
Huang, K. (2011). Technology competencies in competitive environment. Journal of Business Research , 64(2), 172–179.#
Huber, G. (1991). Organizational learning: the contributing processes and the literatures. Organization Science, 2(1), 88–115.#
Kautz, K., & Thaysen, K. (2001). Knowledge, learning, and IT support in a small software company. Journal of Knowledge Management, 5(4), 349–357.#
Keskin, H. (2006). Market orientation, learning orientation, and innovation capabilities in SMEs: an extended model. European Journal of Innovation Management, 9(4), 396–417.#
Lee, C., Lee, K., & Pennings , J. (2001). Internal capabilities, external networks, and performance: A study on technology-based ventures. Strategic Management Journal, 22(6-7), 615–640.#
Leonard, B. (1992). Core capabilities and core rigidities: a paradox in managing new product development. Strategic Management Journal, 13, 111-125.#
Lin, H. (2007). Knowledge Sharing and Frm Innovation Capability: an Empirical Study. International Journal of Manpower, 28(3), 315–332.#
Lokshin, B., Gils, A., & Bauer, E. (2009). Crafting firm competencies to improve innovative performance. European Management Journal , 27(3), 187–196.#
Lynn, G., Akgu¨ n, A., & Keskin, H. (2003). Accelerated learning in new product development teams. European Journal of Innovation Management , 6(4), 201–212.#
Mahmood, M. (2003). Advanced Topics in End User Computer (Vol. 2). London , UK: Idea Group Publishing.
Malerba, F., & Marengo, L. (1995). Competence, innovative activities and economic performance in Italian high-technology firms. International Journal of Technology Management 10, 10(4-6), 461–477.#
March, J. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71–87.
McEvily, S., Eisenhardt, K., & Prescott, J. (2004). The global acquisition, leverage, and protection of technological competencies. Strategic Management Journal , 25(8), 713–722.#
McGrath, R., MacMillan, I., & Venkataraman, S. (1995). Defining and developing competence: a strategic process paradigm. Strategic Management Journal, 16(4), 251–275.#
Murray, J., & Kotabe, M. (1999). Sourcing strategies of U.S. service companies: Amodified transaction-cost analysis. Strategic Management Journal, 20, 791–809.#
Nerkar, A., & Roberts, P. (2004). Technological and product-market experience and the success of new product introductions in the Pharmaceutical industry. Strategic Management Journal, 25(8), 779–799.#
Oyelaran-Oyeyinka, B., & Lal, K. (2006). Learning new technologies by small and medium enterprises in developing countries. Technovation , 26(2), 220–231.#
Parasuraman, A. (2000). Technology readiness index (TRI): a multiple-item scale to measure readiness to embrace new technologies. Journal of Service Research , 2(4), 307–320.#
Peppard, J., & Ward, J. (2004). Beyond strategic Information Systems: towards an IS capability. Journal of Strategic Information Systems , 13(2), 167–194.#
Peteraf, M., & Bergen, M. (2003). Scanning Dynamic Competitive Landscapes: a Market-based and Resource-based Framework. Strategic Management Journal , 24(10), 1027–1041.#
Rajadhyaksha, U. (2005). Managerial competence: do technical capabilities matter? The Journal for Decision Makers , 30(2), 47– 56.#
Ray, G., Muhanna, W., & Barney, J. (2005). Information technology and the performance of the customer service process: A resource-based analysis. MIS Quarterly, 29(4), 625–652.#
Real, J., Leal, A., & Rolda´ n, J. (2006). Information Technology as a determinant of organizational learning and technological distinctive competencies. Industrial Marketing Management, 35(4), 505–521.#
Ritter, T., & Gemu¨ nden, H. (2004). The impact of a company’s business strategy on its technological competence, network competence and innovation success. Journal of Business Research, 57(2), 548–556.#
Ruiz Mercader, ,. J., Meron˜o Cerdan, A., & Sabater Sa´ nchez, R. (2006). Information Technology and learning: their relationship and impact on organisational performance in small businesses. International Journal of Information Management, 26(1), 16–29.#
Schilling, M., & Hill, C. (1998). Managing the new product development process: strategic imperatives. Academy of Management Executive, 12(3), 67–81.#
Schramm, J. (2006). Law outside the market: the social utility of the private foundation. Harvard Journal of Law and Public Policy, 30(1), 355–415.#
Senge, P. (1990). The leaders’ new work: building learning organizations. Sloan Management Review, 32(1), 7–23.#
Senge, P., Roberts, C., Ross, R., Smith, B., & Kleiner, A. (1994). The Fifth Discipline Fieldbook. New York: Doubleday .#
Sgobbi, F. (2002). Web design skills and competencies: an empirical analysis. Human Systems Management, 21(2), 115–128.#
Smith, K., Collins, C., & Clark, K. (2005). Existing knowledge, knowledge creation capability, and the rate of new product introduction in high-technology firms. Academy of Management Journal, 48(2), 346–357.#
Swamidass, P., & Nair, A. (2004). What top management thinks. About the benefits of hard and soft manufacturing technologies. IEEE Transactions on Engineering Management, 51(4), 462–471.#
Teece, D., Rumelt, R., Dosi, G., & Winter, S. (1994). Understanding corporate coherence. Theory and evidence. Journal of Economic Behavior and Organization, 23(1), 1–30.#
Tippins, M., & Sohi, R. (2003). IT competency and firm performance: is organizational learning a missing link? Strategic Management Journal, 24(8), 745–761.#
Torkkeli, M., & Tuominen, M. (2002). The contribution of technology selection to core competencies. International Journal of Production Economics, 77(3), 271–284.#
Wang, Y., Lo, H., & Yang, Y. (2004). The constituents of core competencies and firm performance: evidence from high-technology firms in China. Journal of Engineering and Technology Management, 21(4), 249–280.#
Weerawardena, J., O’Cass, A., & Julian , C. (2006). Does industry matter? Examining the role of industry structure and organizational learning in innovation and brand performance. Journal of Business Research, 59(1), 37–45.#
Weigelt, C. (2009). The impact of outsourcing new technologies on integrative capabilities and performance. Strategic Management Journal, 30(6), 595–616.#
Wu, W. (2009). Exploring core competencies for R&D technical professionals. Expert Systems with Applications, 36(5), 9574– 9579.#
Zahra, S. (1993). Environment, corporate entrepreneurship, and financial performance: A taxonomic approach. Journal of Business Venturing, 8(4), 319–340.#
