| Summary: | 碩士 === 致理技術學院 === 服務業經營管理研究所 === 99 === In view of the research models of organizational learning, organizational innovation and organizational performance, it has found that organizational learning has direct influences on organizational innovation and organizational performance (Sinkula, Baker and Noordewier, 1997; Baker and Sinkula, 1999; Panayides, 2007), and organization innovation also has direct influence on organizational performance (Damanpour and Evan, 1984; Kim and Mauborgne, 1997; Hurley and Hult, 1998; Aukkaradej and Phapruke, 2008). However, it has also highlighted that organizational learning doesn’t have direct influence on organizational performance, it has influenced on organizational performance indirectly, organizational innovation mediates between organizational learning and organizational performance (Lin, 2001; Santos-Vijande, Sanzo-Pérez, Álvarez-González and Vázquez-Casielles, 2005). Because the related researches concerning the relationship among organizational learning, organizational innovation and organizational performance are not available for the computer educational industry in Taiwan. Therefore, this study refers the conceptual research model of Aukkaradej and Phapruke (2008) among organizational learning, organizational innovation and organizational performance, and proposes the hypotheses to examine organizational learning has positive influences on organizational innovation and organizational performance, and organizational learning also has influence on organizational performance indirectly, organizational innovation mediates between organizational learning and organizational performance. Hopefully, the findings of this study can serve as useful references for the top management of the computer educational companies in Taiwan. The present paper proposes the Structure Equation Model in which the organizational learning and organizational innovation are the predicting variables, and the organizational performance is the dependent variable. The objectives of this paper are as follows:
1. To examine whether organizational learning influences organizational innovation.
2. To examine whether organizational innovation influences organizational performance.
3. To examine whether organizational learning influences organizational performance.
4. To examine whether organizational learning has indirect influence on organizational performance through organizational innovation.
5. To examine whether there are significant differences among organizational learning, organizational innovation and organizational performance from different reference groups of the computer educational companies’ personnel.
This study samples the employees of the computer educational companies in Taiwan to take part for the survey. 196 sets of questionnaires were sent, the final effective samples were 184. By way of SEM, this study utilizes the data of the effective return questionnaires to test the proposed hypotheses.
The major findings are as follows:
1. Organizational learning has significant influence on organizational innovation.
2. Organizational innovation has significant influence on organizational performance.
3. Organizational learning has no significant influence on organizational performance.
4. Organizational learning has indirect influence on organizational performance through organizational innovation.
5. The organizational innovation of male employees is significant higher than female employees and the organizational performance of branch directors is significant higher than managers.
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