The influence of organisational learning ambidexterity on process innovation performance: the role of KM capability

This study examined the relationship between organisational learning ambidexterity and process innovation in micro and small sized companies and the moderating role of Knowledge Management capability. Exploratory and exploitative learning were conceptualised as multi-dimensional constructs occurring at team and organisational level and as inter-organisational and intra-organisational processes. Regarding the organisational learning ambidexterity, the combined approach was used, which assumes that exploratory and exploitative learning are mutually supportive. Knowledge Management capability was based on three knowledge processes: knowledge acquisition, sharing, and application. Due to the relative lack of validated understanding of the organisational learning ambidexterity effects on process innovation, it contributes to the development of theory explaining this interaction and its effects. The results provide additional insights whether exploitative and exploratory learning are complementary. Finally, Knowledge Management capability plays an important role in the relationship between organisational learning ambidexterity and process innovation.