UNVEILING THE INFLUENCE OF MIDDLE-LEVEL MANAGERS IN FOSTERING ORGANIZATIONAL LEARNING

Abstract

Organizational learning is widely acknowledged as the linchpin of sustainable competitive advantage for businesses. This paper delves into the critical nexus between upper echelon leadership and organizational learning, particularly in the contexts of growth and consistency. The top management teams (TMT) assume a pivotal role as they are entrusted with resource allocation and the cultivation of a culture that fosters employee development, training, team-building, and advancement. Strategic decision-making, a key facet of leadership, is intrinsically linked with TMTs. Scholars and researchers emphasize that organizational learning is a cornerstone for firms aspiring to secure a sustainable competitive edge. However, there is a paucity of comprehension regarding how leaders set the organizational standards, and the synergy between strategic management and organizational learning remains inadequately explored. This paper posits the need for a more comprehensive understanding of how strategic management theory can actively leverage the outcomes of organizational learning to adapt and refine a firm's position, extending this analysis beyond the TMTs and encompassing the broader organizational landscape.