Hock-Hai Teo and Xinwei Wang are joint first authors of this article
Organizational learning capacity and attitude toward complex technological innovations: An empirical study
Article first published online: 23 NOV 2005
Copyright © 2005 Wiley Periodicals, Inc.
Journal of the American Society for Information Science and Technology
Volume 57, Issue 2, pages 264–279, 15 January 2006
How to Cite
Teo, H.-H., Wang, X., Wei, K.-K., Sia, C.-L. and Lee, M. K. O. (2006), Organizational learning capacity and attitude toward complex technological innovations: An empirical study. J. Am. Soc. Inf. Sci., 57: 264–279. doi: 10.1002/asi.20275
- Issue published online: 22 DEC 2005
- Article first published online: 23 NOV 2005
- Manuscript Accepted: 14 JAN 2005
- Manuscript Revised: 13 JUL 2004
- Manuscript Received: 7 JAN 2004
Recent studies have found organizational learning capacity to be a key factor in influencing organizational assimilation and exploitation of knowledge-intensive innovations. Despite its increasing importance, the impact of organizational learning capacity on technology assimilation is not well understood. Distilling from extant works on organizational learning and technology assimilation, this study identifies four components of organizational learning capacity, namely, systems orientation, organizational climate for learning orientation, knowledge acquisition and utilization orientation, and information sharing and dissemination orientation. The authors subject these components to structural equation modeling analyses to better understand their structure and dimensionality. The analyses strongly support the proposed four major dimensions underlying organizational learning capacity. Organizational learning capacity, as a higher-order factor, has a significant impact on attitude towards organizational adoption of knowledge-intensive innovations. Implications for practice and research are discussed.