Due to the relevance of innovativeness in the competitiveness and survival of a company in a constantly changing environment, we have questioned about how to facilitate innovativeness in organizations. Some recent literature presents organizational learning process as the key factor in order for innovation to occur. For this reason, we have tried to analyze the influence of organizational learning process on innovativeness using the partial least square (PLS) approach to structural equation modeling on data from 107 Spanish companies. We understand innovativeness as a combination of innovative culture and product/service and process innovation. Moreover, we have defined organizational learning as a continuous process with four phases. All of them must get to a high importance if firm wants to reach their aims with regard to innovation because the results of our research confirm a positive and significant relation between organizational learning and innovativeness as well as previous researches.
COBISS.SI-ID: 20039910
The purpose of the paper is to construct, present and test a model that describes the effect of organisational learning culture on organisational performance improvement. To this end, we use data of 202 Macedonian companies and empirically test the model via structural equation modelling. We found that organisational learning culture has a direct and relatively strong impact on non-financial performance from the employee, customer and supplier perspective. A direct but relatively smaller effect can be noticed on the financial performance. Managers need to be aware that such norms and values that ascribe high importance to information acquisition, distribution and interpretation need to be developed in order to achieve higher levels of organisational performance. The paper contributes to the generalisation of a research model previously tested in more-developed economies based on the data gathered in Macedonia, a developing country in transition.
COBISS.SI-ID: 20250598
Authentic leadership has recently become a very popular scientific field, but one with very few quantitative studies. The aim of this article is to develop a research model examining the influence of authentic leadership on authentic followership and on results from the employees' perspective, and test it empirically using structural equation modeling on a sample of 22 leaders and 289 employees in a Slovenian company employing about 500 people. Authentic leadership construct consists of self-awareness, self-regulation, positive psychological capital, and positive modeling. The results demonstrate that perceived authenticity impacts on authentic followership. In addition, authentic followership is positively related to results. The findings indicate that authentic leaders create new authentic employees, develop their authentic characteristics and traits, which results in employee job satisfaction, their commitment and a better atmosphere at work.
COBISS.SI-ID: 19866342