The Interplay among Organisational Learning Culture, Agility, Growth and Big Data Capabilities

Cetindamar Kozanoglu, D; Katic, M; Burdon, S; Gunsel, A

The Interplay among Organisational Learning Culture, Agility, Growth and Big Data Capabilities

Cetindamar Kozanoglu, D

Katic, M Burdon, S Gunsel, A

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Publisher:: MDPI AG
Publication Type:: Journal Article
Citation:: Sustainability, 2021, 13, (23), pp. 1-21
Issue Date:: 2021-11-24

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Field	Value	Language
dc.contributor.author	Cetindamar Kozanoglu, D https://orcid.org/0000-0002-0457-3258
dc.contributor.author	Katic, M
dc.contributor.author	Burdon, S
dc.contributor.author	Gunsel, A
dc.date.accessioned	2021-11-24T22:29:48Z
dc.date.available	2021-11-24T22:29:48Z
dc.date.issued	2021-11-24
dc.identifier.citation	Sustainability, 2021, 13, (23), pp. 1-21
dc.identifier.issn	2071-1050
dc.identifier.uri	http://hdl.handle.net/10453/151828
dc.description.abstract	This paper examines how an organisational learning culture impacts organisational agility by developing a model based on dynamic capabilities. The model treats agility as a dynamic capability and explains how an organisational learning culture (OLC) triggers a chain reaction through its influence on organisational agility (OA) that ultimately results in company growth. This paper also investigates the role of big data capabilities in transferring learning outcomes into dynamic capabilities. The model is tested through data collected from a survey of 138 Australian companies. Partial least squares structural equation modeling is adopted to empirically demonstrate how agility fully mediates the impact of the learning culture on growth. In addition, this paper further sheds light on the moderating role of big data competencies on the effects of OLC on OA. After presenting the results with implications to theory and practice, the paper ends with suggestions for future studies.
dc.language	en
dc.publisher	MDPI AG
dc.relation.ispartof	Sustainability
dc.relation.isbasedon	10.3390/su132313024
dc.rights	Copyright: © 2021 by the authors. Li‐ censee MDPI, Basel, Switzerland. This article is an open access article distributed under the terms and con‐ ditions of the Creative Commons At‐ tribution (CC BY) license (https://cre‐ ativecommons.org/licenses/by/4.0/
dc.rights	info:eu-repo/semantics/openAccess
dc.subject	12 Built Environment and Design
dc.title	The Interplay among Organisational Learning Culture, Agility, Growth and Big Data Capabilities
dc.type	Journal Article
utslib.citation.volume	13
utslib.for	12 Built Environment and Design
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology/School of Information, Systems and Modelling
utslib.copyright.status	open_access	*
pubs.consider-herdc	true
dc.date.updated	2021-11-24T22:29:47Z
pubs.issue	23
pubs.publication-status	Published online
pubs.volume	13
utslib.citation.issue	23

Abstract:

This paper examines how an organisational learning culture impacts organisational agility by developing a model based on dynamic capabilities. The model treats agility as a dynamic capability and explains how an organisational learning culture (OLC) triggers a chain reaction through its influence on organisational agility (OA) that ultimately results in company growth. This paper also investigates the role of big data capabilities in transferring learning outcomes into dynamic capabilities. The model is tested through data collected from a survey of 138 Australian companies. Partial least squares structural equation modeling is adopted to empirically demonstrate how agility fully mediates the impact of the learning culture on growth. In addition, this paper further sheds light on the moderating role of big data competencies on the effects of OLC on OA. After presenting the results with implications to theory and practice, the paper ends with suggestions for future studies.

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http://hdl.handle.net/10453/151828