Understanding Organizational Learning Capacity Mechanisms and Their Impact on New Service Development Performance

Abstract

This study delves into the mechanisms underlying organizational learning capacity and its influence on the performance of new service development initiatives within organizations. Drawing upon theories of organizational learning, innovation management, and service development, this research investigates how organizational factors such as knowledge acquisition, knowledge sharing, knowledge integration, and knowledge utilization contribute to the effectiveness of new service development efforts. Through a mixed-methods approach encompassing quantitative surveys, qualitative interviews, and case studies, the study examines the relationships between organizational learning capacity mechanisms and various dimensions of new service development performance, including speed to market, service quality, customer satisfaction, and financial outcomes. Moreover, the research explores contextual factors, such as organizational culture, leadership support, and market dynamics, that moderate the relationship between organizational learning capacity and new service development performance. The findings offer insights into the design of interventions, organizational structures, and management practices aimed at enhancing organizational learning capacity and improving the success rate of new service offerings. By synthesizing theoretical perspectives with empirical evidence, this study contributes to advancing our understanding of the dynamics of organizational learning in the context of service innovation and provides actionable recommendations for managers, practitioners, and policymakers seeking to foster innovation and competitiveness in service-oriented industries.