The Mediating Effect of Learning Agility between Innovation Capability and Organizational Performance in Government Training Institutions
DOI:
https://doi.org/10.37641/jimkes.v14i3.4511Keywords:
Cross-Functional Collaboration, Digital Flexibility, Innovation Capability, Learning Agility, Organizational PerformanceAbstract
Public sector organizations face significant challenges in enhancing performance during digital transformation. This study examines the effect of innovation capability and learning agility, comprising eight dimensions, including two novel dimensions: digital flexibility and cross-functional collaboration, in driving organizational performance at the Ministry of Religious Affairs. The research involved 307 civil servants across 14 regions of the Religious Education and Training Center, employing a quantitative approach with PLS-SEM analysis. Results demonstrate that innovation capability significantly influences both learning agility and organizational performance. Learning agility exhibits strong positive effects on organizational performance and serves as a significant partial mediator in the relationship between innovation capability and performance. The research model explains substantial variance in both learning agility and organizational performance, demonstrating substantive contribution. The novel learning agility dimensions, digital flexibility, and cross-functional collaboration, prove significantly contributory to the model, reflecting relevance to digital transformation and public sector challenges in Indonesia. This study provides the first empirical evidence of learning agility’s mediating role in Indonesia’s government training sector and recommends strategic human resource policies, including strengthening learning agility training programs, digital infrastructure investment, fostering cross-functional collaborative culture, implementing robust knowledge management systems, and organizational structure alignment to promote sustainable organizational learning.
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