The influence of organizational learning capability and organizational creativity on organizational innovation of Universities in East Java, Indonesia

Abstract

Organisational learning, as the process of continuous information acquisition, dissemination
\nand exploitation, often leads to an organisation’s competitiveness. Hence, this study examined the
\nrelationship between organisational learning and employee engagement. The study also investigated
\nthe extent to which supervisory innovative support moderates organisational learning and the
\neffectiveness of employee engagement. Five hundred forty-one (541) participants were surveyed
\nusing stratified and purposive sampling methods to make up the sample size. To be more precise,
\nSmart Partial Least Square (PLS 3.0)was used to analyse the relationship between the study’s variables.
\nThe hypothesis test found that supervisory innovative support moderated the relationship between
\norganisational learning and employee engagement to a significant extent (R2 = 0.810 Adjusted
\nR2 = 0.806 p-value 0.05). As a result, the study recommends that pharmaceutical companies clarify
\ntheir policies and culture to employees so that supervisory support can lead to higher employee
\nengagement through organisational learning. Pharmaceutical firms should also provide financial
\nincentives based on employee duration or distinctive contributions to company goals.