The effects of altruism and relationship conflict on organizational learning

Purpose – This paper aims to, prompted by a recent paradigm shift in the organizational sciences, to explore some antecedents of organizational learning capability, focusing on altruism and relationship conflict. Design/methodology/approach – To test the hypotheses, the structural equation technique was applied to data from a survey of Spanish firms with recognized excellence in human resource management. Findings – The results of this research show that, in these firms, altruism facilitates learning capacity both directly and indirectly (through relationship conflict). Relationship conflict is posited as a mediating variable that explains how altruism improves organizational learning. Research limitations/implications – The limitations of this study include excessive heterogeneity of the sample size and industrial sector and the type of firm included in the sample. Due to the potential benefits that altruism seems to have for organizations, future research could continue to investigate the consequences of altruism in organizations. Practical implications – Altruism provides organizations with a value that can facilitate organizational learning capability not only directly, but also by reducing relationship conflict. Altruism may offer organizations a tool they can use to improve their success in dealing with the challenges of today’s uncertain and constantly changing economic environment. Originality/value – This study proposes a common altruistic approach that is far removed from traditional self-interested models in organizational literature. This study identifies altruism and relationship conflict as antecedents of organizational learning capability.The authors thank the University Jaume I (Ref. P11B2008-13) and the Spanish Ministry of Economy and Competitiveness (Ref. ECO2011-26780) for its financial support for this research

Altruism and organizational learning capability: A study on firms most highly valued by their workers in Spain

Due to the new characteristics of the economic and business environment, organizational learning capability has become essential for organizational competitiveness and success. Therefore, there is a need to develop firm strategies that foster organizational learning capability within organizations. This study shows the importance of altruism in organizations in order to facilitate the organizational learning process, and thus enhancing organizational performance.Due to the new characteristics of the economic and business environment, organizational learning capability has become essential for organizational competitiveness and success. Therefore, there is a need to develop firm strategies that foster organizational learning capability within organizations. This study shows the importance of altruism in organizations in order to facilitate the organizational learning process, and thus enhancing organizational performance

Are altruistic leaders worthy? The role of organizational learning capability

Purpose – The purpose of this paper is to investigate the relationship between altruistic leader behaviors, organizational learning capability and organizational performance. Design/methodology/approach – The sampling frame consists of several databases or listings of business that consider people as a key element of the organization and are considered by their employees to be good firms to work for or organizational environments where human resources management has high priority (n=251). The authors use structural equation modeling to test if the relationship between altruistic leader behaviors and organizational performance is mediated by organizational learning capability. Findings – Results suggest that organizational learning capability fully mediates between altruistic leader behaviors and organizational performance. Thus, organizational learning capability plays a key role in explaining how altruistic leader behaviors affect organizational performance, essentially because it facilitates the creation of a creative, participatory and dialogue-based environment that promotes organizational learning. Research limitations/implications – The database used in the study is very heterogeneous. Future research might delimit the database by organization size or sector. Qualitative studies may also improve our understanding of the relationships studied and enable other concepts to be included. Practical implications – This study provides evidence of the positive relationship between altruistic leaders and performance. However, recruiting and fomenting altruistic leaders is not sufficient on its own to improve performance, and should be accompanied by implementing other facilitating factors of organizational learning such as dialogue or experimentation. Originality/value – In recent years some studies have linked leadership with organizational learning. However, this is one of the first studies to concentrate on altruistic leader behaviors as such, a concept that has received scant mention in the literature despite its importance in a number of leadership styles, and its relevance today as an alternative to the egotistic leader. The authors offer empirical evidence of the role of altruistic leader behavior as an antecedent of organizational learning capability and subjective measures of performance.The authors thank the University Jaume I (Ref. P11B2008-13) and the Spanish Ministry of Economy and Competitiveness (Ref. ECO2011-26780) for its financial support for this researc

How does altruistic leader behavior foster radical innovation? The mediating effect of organizational learning capability

Purpose – The purpose of this paper is to provide empirical evidence of the relationship between altruistic leader behavior and radical innovation, using organizational learning as an explanatory variable. Design/methodology/approach – To confirm the hypotheses, structural equations were used on a data set from a survey carried out on Spanish firms with recognized excellence in human resources management. Findings – The study empirically validates the conceptu al model. Results suggest that organizational learning capability fully mediates the r elationship between altruistic lead er behavior and radical innovation. Research limitations/implications – The database used in the study is very heterogeneous. Future research might delimit the database by organization size or sector. Practical implications – Results suggest ideas for organizations that want to implement a working environment that fosters innovation performance in order to achieve radical innovations. Originality/value – This is one of the few studies to concentrate on altruistic leader behaviors as such. This paper contributes to understanding how altruistic leader behavior affects radical innovation and the key role played by organizational learning capability.The authors thank the University Jaume I (Ref. P11B2008-13) and the Spanish Innovation Ministry (Ref. ECO2011-26780) for its financial support for this research

When leaders forgive: encouraging radical innovation in more altruistic organizations

Purpose There is general agreement on the importance of innovation to improve business performance and competitiveness. In recent years, many studies have sought to unravel what conditions are conducive to innovation. Following this trend, the present study seeks to broaden the understanding of the antecedents of radical innovation. To this end, and drawing on positive organizational psychology, the study focuses on the role of leaders and the importance of improving working conditions within companies, favoring innovation in more respectful and prosocial organizations. Design/methodology/approach The study provides, through structural equations, empirical evidence of the relationship between leader's forgiveness and radical innovation, using altruism as an explanatory variable. The study was conducted in a population of 11,594 Spanish companies. A sample frame of 554 questionnaires from 277 different firms was obtained. Findings Results confirm the hypotheses proposed in the model. Forgiveness, analyzed as a leader behavior, promotes altruism within companies and, in turn, radical innovation. Originality/value This is one of the few empirical studies that analyzes the consequences of leader's forgiveness in the organizational context

Leadership for sustainability: fostering organizational learning to achieve radical

Purpose – While concerns about the social and environmental impact that result from business activity continue to grow, a stream of research consolidates to understand the mechanisms that can favor more sustainable companies. The present study tries to expand the knowledge of the antecedents of radical innovation by analyzing the effects of alternative and understudied constructs. Grounded on stewardship and organizational learning theories, this paper analyzes how leaders that are concerned with sustainability and the social impact of their companies may boost this type of innovation by facilitating an organizational context that promotes experimentation, dialog, participative decision-making, risk-taking and interaction with the external environment. Design/methodology/approach – Through structural equation modeling, the study provides empirical evidence of the positive effect of stewardship leader behavior on radical innovation, using organizational learning capability as an explanatory variable. Findings – Results suggest that organizational learning capability fully mediates the relationship between stewardship leader behavior and radical innovation. Research limitations/implications – This research focuses on a sample frame of Spanish companies with recognized excellence in human resources management. Practical implications – In the context of a growing interest in sustainable development, and concern for the consequences of economic and business activities, this study highlights the role played by stewardship leader behavior to foster radical innovation and organizational learning capability which, in turn, represent essential tools to compete in a globalized and turbulent context. Originality/value – To the authors’ knowledge, this is the first empirical study that analyzes the mediating effect of organizational learning capability in the relationship between stewardship leader behavior and radical innovation. This paper contributes to the understanding of how stewardship leader behavior affects radical innovation and the key role played by organizational learning capabilit

Acciones para la mejora del rendimiento académico a través de la autoevaluación en el aula virtual

Este artículo presenta una experiencia de innovación docente que intenta favorecer la autoevaluación entre el alumnado a través de la utilización de cuestionarios en el aula virtual. El objetivo de este proyecto es medir la comprensión de los contenidos y los objetivos de una asignatura, resolver dificultades que aparecen en el proceso de aprendizaje y mejorar las tasas de rendimiento académico.

Promoting radical innovation through end-user computing satisfaction

Purpose The purpose of this paper is to provide empirical evidence of the relationship between end-user computing satisfaction (EUCS) and radical innovation, using organizational learning as an explanatory variable. Design/methodology/approach An empirical study was conducted in a population of 402 Spanish companies. A sample of 251 valid questionnaires was obtained. Structural equations were used to validate the proposed hypotheses. Findings Organizational learning capability fully mediates the relationship between EUCS and radical innovation. Research limitations/implications The sample of companies is heterogeneous in terms of size, sector, age and market share. The study uses single informants. Practical implications Results highlight the need to implement adequate information systems to promote radical innovation. In addition, it is necessary to facilitate organizational contexts that encourage dialogue, experimentation, risk-taking, participative decision-making and openness to the external environment. Originality/value This research contributes to the study of alternative antecedents of radical innovation by highlighting the importance of EUCS

Improving performance through leaders' forgiveness: the mediating role of radical innovation

Purpose. The objective of the study is to analyze the relationship between leaders’ forgiveness and organizational performance, using radical innovation as an explanatory variable. Design/methodology/approach. The study was conducted in a sample frame of 11,594 Spanish companies. 600 valid questionnaires were obtained. Structural equations were used to validate the proposed hypotheses. Findings. Results confirmed the hypotheses proposed in the model: we provided, through structural equations, empirical evidence of the relationship between leaders’ forgiveness and organizational performance, mediated by radical innovation. Leaders’ forgiveness promotes radical innovation and, in turn, performance. Research limitations/implications. The sample of companies is heterogeneous in terms of firm turnover, size, and age. The study is focused on radical innovation. Practical implications. The present study may help to develop more humane policies to manage human resources, by taking into account employees’ feelings and needs. Originality/value. The business field is closer to competitive values and has traditionally underestimated the importance of leaders’ forgiveness. This is one of the few studies that empirically analyze the consequences of leaders’ forgiveness within organizations

How do servant leaders promote radical innovation ? The role of organizational learning capability

Through structural equations, this study provides empirical evidence of the positive effect of servant leadership on radical innovation, using organizational learning capability as a mediator variable. The study is based on a sampling frame of 402 Spanish companies, which are characterized by the excellent management of their human resources. 142 different firms participated in the study, and 2 questionnaires were obtained per company. Data were collected between 2010 and 2015. Human resource and innovation managers participated by answering the questionnaires during telephone interviews. All the hypotheses were validated. Servant leadership has a positive effect on organizational learning capability, while the effect of the latter construct on radical innovation is also positive. This study has implications for the literature on leadership, innovation and organizational learning. In addition, it has practical applications, suggesting how to foster innovative organizational performance by improving workplace conditions