Improving employees’ performance through internal marketing and organizational learning: Mediating role of organizational innovation in an emerging market

Abstract

This study identifies a specific relationship between internal marketing and organizational learning as the key drivers of organizational innovation, which build employees performance in the context of the petroleum industry. A model of the antecedents of organizational innovation was examined in a survey conducted among managers and employed specialists working in the oil industry in Iran. Structural equation modelling via Smart PLS was employed to gain insight into the various influences and relationships. We empirically scrutinized relationships between these constructs by validating a conceptual model employing SEM. The results indicate that internal marketing and organizational learning are key drivers of organizational innovation, which they are build employees performance. As well as, the results clarify that it is possible to improve the level of employee performance even through the complementary partial mediating role of organizational innovation. Additionally, this study makes a managerial contribution to the understanding of internal marketing, organizational learning and innovation on employee performance.

Keywords

• complementary partial mediation
• internal marketing
• organizational learning
• employee performance
• organizational innovation
• oil and gas industry
• emerging markets
• iran