Organizational learning culture, the climate for innovation, and organizational resilience

Abstract

The major aim of this thesis is to theoretically and empirically relate the concept of organizational resilience to its suggested antecedents as organizational learning culture and climate for innovation and explain how they can help to build latent resilience for organizations. In line with this objective, this study attempts to statistically analyze the antecedents of organizational resilience and provide explanation for whether climate for innovation has a mediating effect on the relationship between organizational learning culture and resilience. Moreover, this study suggests and investigates the potential moderating effect of dynamic environments on the relation between organizational learning culture and organizational resilience. Quantitative data, collected via survey administered to mid-level managers of small and medium sized enterprises and larger companies from Istanbul, is used to test the hypotheses developed in light of the related literature. Results provided corroborative empirical evidence for the mediating effect of climate for innovation on the relationship between organizational learning culture and organizational resilience, while not observing the suggested moderating effect of environmental dynamism on this mediated relationship. It is also revealed, that an increase in the transformational leadership characteristics of top management leads to high levels of both climate for innovation and organizational learning culture.