Exploring the Impact of Dynamic Capabilities: Organizational Learning Mediation between Technical and Administrative Innovation

Abstract

The manufacturing sector encompasses a diverse array of outputs, including computers, automobiles, medical equipment, electronic devices, chemical tools, and telecommunications systems. This study investigates how pioneering orientation influences both administrative and technical innovation, with organizational learning serving as a mediating variable and dynamic capabilities operating as a moderator. Grounded in the Resource-Based View (RBV) and Social Exchange Theory (SET), data were collected from 344 middle managers employed in manufacturing firms in Saudi Arabia. The results demonstrate that organizational learning significantly mediates the relationship between pioneering orientation and both forms of innovation. Moreover, dynamic capabilities moderate the link between pioneering orientation and organizational learning. These findings offer theoretical contributions to innovation literature and provide actionable insights for manufacturing firms, organizational leaders, and policymakers aiming to enhance innovation through strategic learning processes and capability development.