تاثیر سازوکارهای یادگیری سازمانی بر ظرفیت نوآوری استراتژیک

تغییر و دگرگونیِ با شتاب از ویژگی‌های این هزاره است. لازمه ایجاد تغییر آگاهی و دانش است تا بتوان از طریق آن به خلق ارزشی جدید مبادرت نمود تا در میان رقبا سهمی کسب نماییم. هدف یادگیری سازمانی توانمندسازی مدیران و کارکنان سازمان‌ها برای مقابله با محیط پرتلاطم تجاری و برتری رقابتی و پویایی سازمان است. تنها منبع قدرت و ماندگاری سازمان‌ها، یادگیری بهتر و سریع‌تر نسبت به رقباست. هدف اولیه یادگیری سازمانی افزایش کمیت و کیفیت عملکرد است که قابلیت‌های استراتژیک را افزایش می‌دهند و شرکت را به تقویت یک موقعیت مزیت رقابتی و بهبود نتایج قادر می‌سازد.با توجه به نقش و اهمیت نوآوری استراتژیک در توسعه و بهبود سازمانی و به دلیل اهمیتی که نوآوری استراتژیک در کسب مزیت رقابتی پایدار دارد، این تحقیق بر آن است که به بررسی تاثیر یادگیری سازمانی بر ظرفیت نوآوری استراتژیک بپردازد. جامعه آماری تحقیق کارکنان شرکت‌های دانش بنیان حوزه نانو است که بر اساس فرمول نمونه‌گیری کوکران حجم نمونه آماری 164 نفر تخمین زده شد. تحلیل‌ها با استفاده از نرم‌افزارهای لیزرل به منظور ارزیابی مدل معادلات ساختاری و pls برای تحلیل رگرسیون صورت گرفت. یافته‌های به دست آمده حاکی از آن است که رابطه مثبت و معناداری بین متغیرهای تحقیق وجود داشته و سازوکارهای یادگیری سازمانی در ظرفیت نوآوری استراتژیک تاثیرگذار است.

The effect of organizational learning mechanisms on strategic innovation capacity

Aim and Introduction: Changing and rapid alteration is the feature of this century. For revolution we need knowledge and wisdom that able us to create new values in which take share among competitors. The purpose of organizational learning is to enable manegers and staffs for countering turbulent environment and aiming competitive advantages.The only organization power source and stability is fast learning. The primary purpose of organizational learning is increasing quality and quantity of performance which growth the strategic capabilities and make the firm to gain competitive advantages. According to the importance of strategic innovation in organizational development and improvement and the importance of   strategic innovation in sustainable competitive advantage, this paper tries to examine the relationship between organizational learning and strategic innovation capacity.Methodology: This research is applied one in terms of purpose and descriptivesurvey in terms of nature (data collection method). In terms of evaluating the relationships between research variables is a correlation analysis. The statistical society are employees of Nano technology firms which are 164 according to Cochran formula. Cronbach’s alpha test was used to evaluate the reliability of the research questionnaire. A questionnaire was used to assess the adequacy of the factors in order to confirm the confirmatory factor of Bartlett and KMO tests. KolmogorovSmirnov test was used to check the normality of the data for parametric and nonparametric tests. Since the variables are normal, Pearson correlation coefficient has been used to investigate the correlation coefficient between the variables. In order to evaluate the construct validity of the research indicators, in order to analyze the research data, SPSS software version 21 and the structural equation method of PLS ​​software have been used.Findings: In this research a PLS analysis on survey data suggests that strategic innovation capacity is strengthened when managers deliberately install specific learning mechanisms on the three dimensions of absorptive capacity: knowledge recognition, assimilation and exploitation.Results showed a significant positive correlation among the research variables, so learning mechanisms have impact on strategic innovation capacity.Discussion and Conclusion: Organizations’ successful growth strategies in mature industries have raised scholars’ interest in “disruptive innovation”.some successful disruptive innovators succeeded in creating new markets and countering herd behavior without any technological advancementThis type of disruptive innovation has gone under the name of “strategic innovation” in the strategic management fieldthe first dimension has named recognition capability, which is defined as a firm’s processes aimed at identifying and acquiring new valuable external knowledge. The second dimension assimilation capability covers a firm’s processes aimed at interpreting and understanding the acquired external knowledge. Assimilationcombines new with existing knowledge emphasizing internal knowledge sharing and changing collective mental models. Finally, exploitation capability consists of structural, systemic and procedural mechanisms to harvest and incorporate assimilated knowledge into existing operations, so that exploitation can be sustained over a longer period of time. It had been proposed and proved by several researchers that the most important competitive advantage the company of the future would have is the ability of its managers to learn faster than the competitors so as to cope with the current external opportunities and threats, as such, organizations have to learn and acquire new knowledge and skills that will improve their existing and future performance. Organizational learning is an effective strategy for sustaining and improving a firm’s competitive edge and performance and organizational innovation is enhanced through organizational learning which translate to knowledge management that contributes to organizational performance. Organizational learning helps in gaining new knowledge and leads to innovation. In order to adjust to the changing environment and to make appropriate strategic choices, organizations must become aware of ongoing environmental changes organizational learning is the process through which organization members develop shared knowledge based on analysis of data gathered from or provided by multiple sources, including the organizational members themselves. Successful organizational learning depends on the acquisition and assimilation of diverse new bases of knowledge for subsequent actions. Learning mechanisms for adjustment are positively related to a firm’sstrategic innovation capacity by stimulating critical reflections on customers, critical reflections on markets. Mechanisms for exploitation aim at better harvesting and incorporating newly assimilated knowledge into existing operations. Exploitation affects firm’s strategic innovation capacity by stimulating the firm to adapt the organizational structure, support new initiatives even to the detriment of existing business, adapt procedures, replace skills, change the way of working, and prevent organizational chaos.