The Moderating Role of Knowledge Inertia on the Relationship Between Organizational Learning Capability and Organizational Innovation

Abstract

Purpose: This study aims to explore the role of knowledge inertia in shaping the connection between organizational learning capability and organizational innovation.Methodology: The research employed an analytical survey approach, with a sample size of 223 out of 350 employees from Amirul-Mominin Ahvaz Hospital selected using Cochran's formula. Data was gathered through a questionnaire with established validity based on previous studies (18 questions by Yavas & Celik (2020) for organizational learning capability (α = 0.853), 27 questions by Calik, Calisir & Cetinguc (2017) for organizational innovation (α=0.879), and 14 questions by Liao, Fei & Liu (2008) for knowledge inertia (α=0.826)). Statistical analysis was conducted using SPSS 24 and Amos software.Findings: Results indicated that organizational learning capability (mean = 3.27), organizational innovation (mean = 3.23), and knowledge inertia (mean = 2.20). The study confirmed a significant impact of organizational learning capability on organizational innovation (β=0.85, t-value=12.814), with knowledge inertia playing a negative moderating role in this relationship (β=-0.207, t-value=-2.168).Conclusion: While organizational learning capability positively influences organizational innovation, the presence of knowledge inertia acts as a barrier, inhibiting the full utilization of knowledge assets.Value: Understanding and addressing knowledge inertia can enhance organizational innovation efforts, unlocking the potential for value creation through effective knowledge utilization.

Keywords

• knowledge inertia
• organizational learning
• organizational innovation