Linking Organisation Learning To Dynamic Capability For Sustainability

Abstract

The business model, Innovation for Sustainability, continues to change conceptual thinking of sustainable development toward dynamic capability.  The reason behind this change still lacks a general theory to support dynamic capability for sustainability.  This papers objective is to examine and to test organisational learning. The antecedent that supports dynamic capability needs to demonstrate a linkage. This research examines the significant impact of organisational learning to construct a factor of dynamic capability for sustainability. This consists of sensing, seizing, and reconfiguration using a quantity survey of 100 estate or mill managers in the oil palm industry. Data was analysed using the SEM-PLS 3.0 application with the result that all dimensions of organisation learning that consist of a commitment to learning, shared vision, and open-minded, have a significant relation to sensing, seizing, and reconfiguration capability. Shared vision has no significant impact on seizing capability.  This study clarifies the empirical findings of dynamic capability for sustainability and needs further replication and cross-validation. This study is the first empirical research of the relationships and effects on organisational learning to the dynamic capability for sustainability.