Conditional Process Model of the Learning Organization in the Dubai Healthcare Sector
Muhammad Azeem1, Leonardo Jose Mataruna-Dos-Santos2, Edyta Skibinska3
1Muhammad Azeem, College of Business Administration, American University in the Emirates, Dubai, UAE.
2Leonardo Jose Mataruna-Dos-Santos, College of Business Administration, American University in the Emirates, Dubai, UAE.
3Edyta Skibinska , College of Business Administration, American University in the Emirates, Dubai, UAE
Manuscript received on 5 August 2019. | Revised Manuscript received on 11 August 2019. | Manuscript published on 30 September 2019. | PP: 2464-2476 | Volume-8 Issue-3 September 2019 | Retrieval Number: C4697098319/2019©BEIESP | DOI: 10.35940/ijrte.C4697.098319
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© The Authors. Blue Eyes Intelligence Engineering and Sciences Publication (BEIESP). This is an open access article under the CC-BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/)
Abstract: UAE healthcare sector has been discussed by many researchers and organizations in the past, but very limited literature is available explaining the factors which can provide control in the hands of healthcare sector leadership to achieve sustainable competitive advantage. The unique cultural environment in UAE healthcare sector requires the control structure based on certain indigenous conditions prevailing in local environment. Three key cultural factors are borrowed from the past literature and model was built to examine the mediating role of the culture of creativity and innovation between the culture of collective leadership and the culture of learning organization. In addition to this, how the leadership commitment moderates the relationship between the culture of collective leadership and the culture of creativity and innovation. The conditional process model, explaining the moderated mediation among these cultural variables, provides knowledge about key relationships among these cultural factors and give better control in the hands of the leadership of the healthcare organizations to achieve sustainable growth and quality of services in the highly competitive environment. The key cultural variables and their interrelationship were borrowed from the author’s previous researches and remodeled them to examine the hypothesized framework on the data collected from the sample of 320 employees working in the five healthcare organizations in Dubai. The “Healthcare Sector Learning Organization Scale” was developed and analyzed by the explorative factor analysis to factor out four variables. The output of the conditional process modeling proposed by Andrew F. Hayes has verified the presence of the culture of creativity and innovation as the mediator in the relationship between the culture of collective leadership and the culture of learning organization. Moreover, the moderating role of the leadership commitment on the relationship between the culture of collective leadership and the culture of creativity and innovation was also significantly verified. Research findings show that organizations in the healthcare sector need regular emphasis on research and development practices to help employees in building and managing new knowledge in order to achieve competitive advantage. In this case, the leadership has a key role to play enabling the organization to transform into the culture of learning organizations by implementing knowledge management processes and support for the experimentation in the day-to-day operations of the organization.
Index Terms: Learning Organization, Collective Leadership, Creativity and Innovation, Leadership Commitment, Health Care Organizations.
Scope of the Article: Quality Assurance Process, Standards, and Systems