Bridging Organizational Learning and Sustainability The Underlying Mechanism of Resilience in Public Sector Organizations
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This study aims to address a void in human resource management and organizational studies by examining the direct impact of organizational learning (OL) on organizational sustainability (OSUS) through the underlying mechanism of ‘organizational resilience’ (ORES) in the relationship, particularly among public sector organizations in Nigeria. The research employed a cross-sectional surveys and data were collected from 348 respondents over a six-month period, which was analysed based on a non-parametric approach (PLS-SEM) using Smart-PLS to evaluate the hypothesized relationships. The results show that organizational learning positively predicts organizational sustainability, also, the direct link between OL and ORES as well as ORES and OSUS were all positive and significant. The result similarly demonstrates that ‘organizational resilience’ positively and significantly mediates the relationship between OL and OSUS showing that all the hypotheses were supported. The study highlights mediating role of ORES on the connection between OL and OSUS in public organizations in Nigeria. Leaders of PSOs should establish comprehensive plans, policies, and systems that promote resilient practices and continuous learning while adopting sustainability models to improve economic, social, and environmental concerns of the organizations. This study establishes the impact of OL on organizational sustainability along with the underlying mechanism of ‘organizational resilience’ in PSOs in Nigeria which have seldom remained understudied analytically.
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