Decoding the Learning Organization-Sustainability Nexus: The Moderating Impact of VUCA and the Mediating Role of Organizational Agility in Thailand’s Public Company
Keywords:
Learning Organization, Organizational Agility, VUCA Environment, Organizational Sustainability, Publicly Listed Companies in ThailandAbstract
This research aims to: 1. examine the impact of learning organization on organizational agility; 2. investigate the influence of organizational agility on organizational sustainability; 3. explore the mediating role of organizational agility in the relationship between learning organization and organizational sustainability; and 4. analyze the moderating role of the VUCA environment on the relationship between organizational agility and sustainability. The sample comprises 269 top executives from publicly listed companies in Thailand. Data were collected using a structured questionnaire based on a five-point Likert scale. The data were analyzed using multiple regression analysis to assess moderation effects and bootstrapping techniques to examine mediation. The findings reveal that several dimensions of a learning organization including promoting inquiry and dialogue, establishing systems for knowledge storage and dissemination, connecting the organization to its external environment, encouraging strategic leadership for learning (p<.01), and providing continuous learning opportunities (p<.05) significantly influence organizational agility (R² = .64). Additionally, organizational agility, in terms of operational and partnership agility, significantly impacts organizational sustainability (p<.01) (R²=.41). Organizational agility also mediates the relationship between becoming a learning organization and sustainability among Thai publicly listed companies (direct effect = .40, indirect effect =.25). Furthermore, the VUCA environment moderates the effect of organizational agility on sustainability.
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