The Moderating Role of Knowledge Inertia on the Relationship Between Organizational Learning Capability and Organizational Innovation

This study aims to explore the role of knowledge inertia in shaping the connection between organizational learning capability and organizational innovation.

The research employed an analytical survey approach, with a sample size of 223 out of 350 employees from Amirul-Mominin Ahvaz Hospital selected using Cochran's formula. Data was gathered through a questionnaire with established validity based on previous studies (18 questions by Yavas & Celik (2020) for organizational learning capability (α = 0.853), 27 questions by Calik, Calisir & Cetinguc (2017) for organizational innovation (α=0.879), and 14 questions by Liao, Fei & Liu (2008) for knowledge inertia (α=0.826)). Statistical analysis was conducted using SPSS 24 and Amos software.

Results indicated that organizational learning capability (mean = 3.27), organizational innovation (mean = 3.23), and knowledge inertia (mean = 2.20). The study confirmed a significant impact of organizational learning capability on organizational innovation (β=0.85, t-value=12.814), with knowledge inertia playing a negative moderating role in this relationship (β=-0.207, t-value=-2.168).

While organizational learning capability positively influences organizational innovation, the presence of knowledge inertia acts as a barrier, inhibiting the full utilization of knowledge assets.Value: Understanding and addressing knowledge inertia can enhance organizational innovation efforts, unlocking the potential for value creation through effective knowledge utilization.