THE RELATIONSHIP BETWEEN ORGANIZATIONAL LEARNING AND ORGANIZATIONAL RESILIENCE CAPACITY: A RESEARCH IN BANKING SECTOR

Abstract

The relationship between organizational learning and organizational resilience plays an important role in organizations’ strategies to achieve success and sustainable competitive advantage in today’s dynamic business environments. A learning organizational culture increases the resilience of the organization by enabling employees to share their experiences, encourage the flow of information, and quickly adapt to changing conditions. Learning processes contribute to organizations making effective decisions in times of crisis and gaining long-term competitive advantage. However, to manage this relationship effectively, it is important for organizations to integrate learning and resilience processes and conduct further research on this topic. In our study, the relationship between organizational learning, organizational resilience capacity, and organizational performance was examined to fill this gap in the literature,with the aim of providing both theoretical and empirical contributions. According to the model we developed, the effects of the dimensions of organizational learning on organizational resilience were investigated; then, the impact of organizational resilience dimensions on organizational performance was explored; in the subsequent stage, the mediating role of organizational resilience in the relationship between the dimensions of organizational learning and business performance was examined. As the banking sector is one of the most affected by changes in economic, political, demographic, sociocultural, ecological, legal, technological, and international environments, it was necessary to investigate whether there is a connection between the resilience of banks, which overcomes economic crises and continues their path; hence, a study was conducted in the banking sector. This cross-sectional field study was conducted in Türkiye, covering 26 banks and 541 bankers. After the validity and reliability of the measurement tools were analyzed using the structural equation modeling technique, hypothesis tests were carried out based on appropriate procedures. According to study findings, a positive relationship has been observed between organizational learning and organizational resilience, as well as between organizational resilience and organizational performance. However, no direct relationship was found between organizational learning and firm performance; instead, an indirect effect of resilience was observed. At the end of the study, recommendations were made for theorists and practitioners, and discussions were held on what companies could do to increase organizational resilience by fostering organizational learning.The relationship between organizational learning and organizational resilience plays an important role in organizations’ strategies to achieve success and sustainable competitive advantage in today’s dynamic business environments. A learning organizational culture increases the resilience of the organization by enabling employees to share their experiences, encourage the flow of information, and quickly adapt to changing conditions. Learning processes contribute to organizations making effective decisions in times of crisis and gaining long-term competitive advantage. However, to manage this relationship effectively, it is important for organizations to integrate learning and resilience processes and conduct further research on this topic. In our study, the relationship between organizational learning, organizational resilience capacity, and organizational performance was examined to fill this gap in the literature,with the aim of providing both theoretical and empirical contributions. According to the model we developed, the effects of the dimensions of organizational learning on organizational resilience were investigated; then, the impact of organizational resilience dimensions on organizational performance was explored; in the subsequent stage, the mediating role of organizational resilience in the relationship between the dimensions of organizational learning and business performance was examined. As the banking sector is one of the most affected by changes in economic, political, demographic, sociocultural, ecological, legal, technological, and international environments, it was necessary to investigate whether there is a connection between the resilience of banks, which overcomes economic crises and continues their path; hence, a study was conducted in the banking sector. This cross-sectional field study was conducted in Türkiye, covering 26 banks and 541 bankers. After the validity and reliability of the measurement tools were analyzed using the structural equation modeling technique, hypothesis tests were carried out based on appropriate procedures. According to study findings, a positive relationship has been observed between organizational learning and organizational resilience, as well as between organizational resilience and organizational performance. However, no direct relationship was found between organizational learning and firm performance; instead, an indirect effect of resilience was observed. At the end of the study, recommendations were made for theorists and practitioners, and discussions were held on what companies could do to increase organizational resilience by fostering organizational learning.