| Summary: | 碩士 === 國立高雄應用科技大學 === 商務經營研究所 === 98 === According to the organizational change perspective, this work explores how firms use effective organizational learning to change organizational inertia for creating organizational innovation. Accordingly, the primary objective of this study is to investigate the potential impact on business model innovation and firm performance of organizational inertia. In addition, this study determines whether or not organizational learning mediates the relationships among contextual variables. Thus, this work devises a hypothesized model for exploring the links among contextual variables and collects data via a questionnaire design. Accordingly, in the conceptual model, organizational inertia is conceptualized as a second-order construct comprised of three complementary first-order dimensions: insight inertia, action inertia, and psychological inertia, and organizational learning is conceptualized as a second-order construct comprised of four complementary first-order dimensions: knowledge acquisition, information distribution, information interpretation, and organizational memory. To clarify the relationships among these variables, structural equation modeling (SEM) is used to examine the hypothesized model’s fit and hypotheses. Using data from a study of 158 Taiwanese manufacturing firms, the empirical result shows that organizational inertia has a significantly negative influence on organizational learning. The SEM results clearly demonstrate the fully mediating role of organizational learning in the relationship between organizational inertia and both business model innovation and firm performance. In addition, the result suggests that business model innovation strengthens firm performance. Moreover, this paper offers a contribution to the current literature by adding empirical evidence from manufacturing firms on the role of organizational learning in the business model innovation.
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