The Strategic Role of Organizational Learning in Enhancing Resilience and Innovation

Abstract

This study explores the strategic function of organizational learning in linking internal management initiatives to resilience and innovation outcomes within the energy sector. Using a quantitative approach, data were collected from 170 managerial-level professionals across various energy companies in Indonesia. Structural Equation Modeling (SEM) was applied to examine the relationships among Resource-Based Management Initiatives (ResBMIn), Organizational Learning (OrgLearn), Organizational Resilience (OrgRes), and Organizational Innovation (OrgInn). The findings reveal that organizational learning plays a pivotal role not only as a direct driver of resilience and innovation but also as a mediating mechanism that amplifies the impact of strategic resource initiatives. These results underline the necessity for organizations to go beyond the acquisition of strategic resources and to invest in building internal systems that support continuous learning and knowledge integration. Ultimately, the study offers new insights into how learning serves as a catalyst for translating resource-based strategies into dynamic capabilities and long-term competitiveness.