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Abstract
The primary objective of HRD is to bolster organizational performance and sustain competitive advantage by optimizing the organization's human, social, and intellectual capital. This necessitates a sharp focus on the effective management of intangible resources and capabilities, as outlined in the Resource-Based View. Consequently, this study aimed to determine how intangible resources (e.g., learning organization culture) and capabilities (e.g., knowledge sharing) impact a firm’s performance and sustainability. The study sought to identify and implement the most impactful mechanisms that would not only enhance the firm's short-term performance but also significantly contribute to its long-term sustainability.Data were collected from 373 employees across six large companies in South Korea. The study then utilized a structural equation modeling (SEM) model, confirmatory factor analysis (CFA), regression analysis, and t-tests to investigate the research hypotheses.
This study found that learning organization culture significantly impacts performance and sustainability. Knowledge Sharing also directly affects sustainability, yet its direct influence on performance is insignificant. Additionally, Knowledge sharing serves as a mediator between the learning organization culture and both performance and sustainability. It implies that the influence of learning organization culture on performance and sustainability partially operates through its impact on knowledge sharing.
Notably, this study unequivocally validates the RBV theory and DLOQ model extending their significance beyond short-term performance to encompass the critical concepts of long-term sustainability. it boldly leads the charge in pioneering sustainability research within the realm of HRD literature, paving the way for new insights and advancements. Building upon these findings, several implications, limitations, and suggestions for future research are discussed