PATTERNS OF ORGANIZATIONAL SUCCESS: LEADERSHIP COMPETENCE, ORGANIZATIONAL KNOWLEDGE SHARING, AND CUSTOMER/MARKET FOCUS

This empirical research study examined the relationship between organizational learning culture and intellectual capital performance, and ultimately, the association of the dimensions with systems-level learning and transformation, explaining the value-added organizational performance through value-creating management strategies. The study found that organizational learning culture is significantly and positively associated with organizational performance, as measured by intellectual capital performance. Overall, organizational learning culture creates value-added outputs to system-level learning through continuous learning and transformation, which, in turn, act as inputs to intellectual capital performance. Research results contribute to a theory of high performance by providing distinctive patterns of success-leadership competence, organizational knowledge sharing, and customer/market focus-accounting for superior organizational outcomes.