Establishing interrelationships among organisational learning, innovation and performance Online publication date: Thu, 28-Aug-2014
by Zbigniew Pastuszak; Stacy Huey-Pyng Shyu; Tzong-Ru Lee; Pornthep Anussornnitisarn; Onwika Kaewchur
International Journal of Innovation and Learning (IJIL), Vol. 11, No. 2, 2012
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.
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