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.
