Organizational learning process, CEO values and sustainability performance of manufacturing firms in Uganda

Abstract

Purpose-The paper aims to examine the moderating effect of CEO personal values on the relationship between organizational learning process and sustainability performance. Further, CEO personal values significantly moderate the relationship between organizational learning process and sustainability performance. Organizational learning process CEO Openness to change Self-Transcendence Sustainability Performance Design/Methodology-An explanatory cross-sectional design was used to obtain quantitative data from managerial staff of 256 medium and large manufacturing firms in Uganda. A survey instrument was used to collect data. Practical Implications-Strategies such as training, teamwork, consultancy engagements, and research facilitate learning processes of knowledge acquisition, sharing, interpretation and storage which in turn improve sustainability performance. In addition, firms that hire CEOs whose personal value system is inclined towards change and self-transcendence are more likely to foster a culture of continued organizational learning which improves sustainability performance.