Examining the Role of Organizational Learning in Creating Competitive Advantage in the Financial Services Sector
Keywords:
Organizational learning, Competitive advantage, Financial services, Knowledge management, Learning culture, Strategic renewalAbstract
This study aims to explore how organizational learning contributes to the creation and sustainability of competitive advantage within the financial services sector. A qualitative research design was employed to gain in-depth insights into organizational learning processes in Tehran-based financial institutions. Data were collected through semi-structured interviews with 28 participants holding managerial and strategic roles across banks, insurance firms, and investment companies. Sampling continued until theoretical saturation was reached. The interviews focused on topics such as leadership support, knowledge processes, innovation, and strategic renewal. All interviews were audio-recorded, transcribed, and analyzed thematically using NVivo software. An inductive coding approach was used to identify key themes and subthemes that reflect the interaction between learning practices and organizational competitiveness. Analysis revealed three overarching themes: (1) Learning Culture and Environment, emphasizing leadership, openness to change, and reflective practices; (2) Knowledge Processes, including acquisition, sharing, retention, and application of knowledge; and (3) Strategic Impact of Learning, showing links between learning and innovation, agility, and customer responsiveness. Participants described how informal networks, digital tools, and leadership modeling collectively reinforced learning behavior. Organizational learning was found to directly influence competitive positioning, market responsiveness, and strategic renewal. The findings highlight that organizational learning is a multidimensional process embedded in culture, processes, and strategic outcomes. In financial service institutions, learning serves as a dynamic capability that enhances adaptability, innovation, and sustained competitive advantage. These results underscore the need for integrated learning strategies, leadership engagement, and alignment with organizational goals to maximize performance in competitive environments.
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