JISIB-vol-12_Nr-1(2022) (3).pdf Journal of Intelligence Studies in Business Vol. 12 No. 1 (2022) Open Access: Freely available at: https://ojs.hh.se/ pp. 44–64 How to improve the vision and competitive advantage of a new product by ICT and OLC? ABSTRACT nowadays, organizations that learn and are based on innovation are more successful. The purpose of this study is to investigate the impact of information and communication technology (ICT) on mediating role of organizational learning capability (OLC) by structural equation modeling (SEM). Iran’s Automobile Industry was selected as the statistical population. The results show implementing ICT. KEYWORDS: 1. INTRODUCTION Great improvement in information and commu- nication technology (ICT) and its widespread use is one of the characteristics of 21st century (UNCTAD, 2010). This improvement provided people with more possibilities and opportuni- technology also facilitated access and manage- ment of information and provided our ability in accessing knowledge and business opportu- Information and communication technology is an extensive domain that includes hardware (portable computers, computing technologies, automated event record tools), software (mul- timedia data sources) and information system technology (Intranet and Internet) (Brown and Maccormac, 2009). Information and communi- cation technology has great potential in chang- ing most common activities (Otieno, 2012). Prasad believes that information and communi- cation technology is a tool for mass customiza- tion passed on customer demands, automation of the sales department, improving marketing decision-making systems and cooperation and communication with customers (Prasad et al., 2001). Many organizations are facing a compet- itive environment in which maintaining their competitive abilities is one of the main concerns (Knudsen et al., 2021). competitive advantage means a company has attained superior perfor- mance relative to other competitors (Lazzarini, 2015; Schilke, 2014; Kahupi et al., 2021) by for example achieving cost leadership or being dif- ferentiated in what it offers, or having devel- oped a strategy that is value-creating and not being implemented by competitors (Barney, 1991). According to Nevo and Wade (2010) and Chatterjee (2021) value refers to the ability of exploiting market opportunities; rarity refers to competitors; inimitability relates to the costs non-substitutability refers to the nonexistence of equivalent resources. Among the character- istics of a competitive environment are spread of novel technologies, quicker obsolescence or products and changes in customers’ needs 45 (Knudsen et al., 2021). Managers also noticed - tions is their human resources. Therefore, orga- nizations must provide a continuous stream of novel and innovative products and expand their markets in order to maintain their suc- cess which necessitates organizational learn- ing (Gomes and Wojahn, 2017). Novel organi- zational approaches consider learning to be an organizational culture and seek to integrate personal, group and organizational learning. In this approach, in order to pay attention to external challenges and proper use of oppor- tunities, an organization needs certain inter- nal abilities and capabilities that use different styles of learning to acquire novel ideals from organization’s environment and institutional- ize these ideas in the organization (Ashton and Thorn, 2007). The concept of organizational learning capability emphasizes the importance of factors facilitating learning or trend toward learning in the organization (Kalmuk and Acar, 2015). In fact, organizational learning capability shows the capacity for creating and implementation of ideas in order to deal with various organizational barriers using innova- tions and management methods (Nwankpa and Roumani, 2014). Organizational learn- ing alone is not enough, but its ultimate goal of improving performance and gaining, main- taining and enhancing competitive advantage must be achieved. Organizational learning is an important and vital component for innova- tion through which a new product is developed (Sutanto, 2017). Before an organization can improve its innovation behavior, management must analyze the learning that is common in the organization (Petra et al., 2002). In fact, organizational learning has become an import- ant strategy to create competitive advantage in considered valuable resources for the organiza- tion (Saro, 2007). Organizational learning can also help the organization to achieve its vision and performance goals (Gah, 2003). Therefore, it is important to pay attention to the con- cept of learning and measure its capability in is possible by acquiring knowledge from var- ious sources and applying it in the organiza- tion. Organizations therefore seek to enhance the performance of innovation by improving their knowledge base, by adapting to customer needs, and by rapid learning (Gilbert et al., product development processes, the ability to acquire existing knowledge and competencies, and knowledge development, i.e. the concepts that underlie organizational learning capability. Based on this, it can be said that organizational learning is an important factor that can lead to the success of a new product (Callanton, 2002). Organizations must cope with an increasingly changing environment. Such a change derives essentially from the evolution and changes in customers’ needs, technological advances to satisfy those needs and the evolution in busi- ness management (Lee et al., 2013). Therefore, the business ability to build and defend a com- petitive position in the market depends to a great extent on the capacity to invest and use information (Weber and Kantamneni, 2002; Mithas and Rust, 2016). In this regard we can consider information technology to be a key factor for the organization’s success. The liter- ature considers information technologies to be an important source of competitive advantages for the company (Gil-Saura et al., 2009; Amuna, 2017). ICT industry plays an essential role in most countries (Ministry and Pitner 2014; Talib ICT manufacturing and ICT service. In both may emerge and provide products and services with new functions and values. Unlike other industries, ICT-based industries show the most diverse characteristics of convergence (An et al. 2016). ICT industry leads to sustainable national competitiveness because it creates greater link- age effects than any other industry and accel- erates innovation in related sectors (Xing et al. a pivotal role in increasing the productivity of the entire economy (Asikainen and Mangiarotti 2017). Given that the Automobile Industry has a vital role in the economic development of a country and is considered as one of its eco- nomic infrastructures, Iran also seeks to become strong in this industry. Given that Automobile Industry in Iran is developing, this industry seeks to increase its market share, especially in the Middle East, by launching new products. In this regard, paying attention to factors such as vision and competitive advantage in new products can lead to the growth of this indus- in Iran has been studied. On the other hand, so far no research has been done on the role of information and communication technol- ogy and organizational learning capability in improving the new product vision and compet- this gap. Accordingly, the purpose of this study is to investigate the effect of information and 46 communication technology on the new product competitive advantage and new product vision by considering the partial mediating role of organizational learning capability. The results of present research can help government or managers and contribute to future relevant researches. 2. LITERATURE REVIEW 2.1 Information and communication technology At the start of the millennium, information and communication technology has affected the entire world and has changed the founda- tions of many systems (Jerez-Gomez, Céspedes- - societies” (Sar and Misra, 2020). The ICT also stimulates initiative and creativity (Chai, Koh, and Tsai, 2010; ómez Mediavilla, 2021), enables individualization and makes knowledge acquisition more acces- ICTs are an important part of every country’s national infrastructure. Technological readi- ness refers to the speed with which an econ- omy utilizes existing technologies to improve the productivity of its industries, with spe- activities and production processes to achieve (Salehan, Kim and Lee, 2018). ICT profoundly affects economic and social development (Wang, communication technology in many aspects of human life had turned the world into what is known as an information society. The rapid emergence of modern ICT has substantially changed the type of skills that are needed to successfully participate, communicate, and work in a modern society (Gnambs, 2021). Today, access to internet and other informa- tion sources is increasing exponentially and all societies try to use these new technologies by creating the necessary infrastructures. ICTs may have promoted and advanced an individu- al’s (and a community’s) radicalization process (Parra, Gupta, and Mikalef, 2021). The appli- cation of ICT across different sectors of the global economy has become a game changer (Ayisi Nyarko and Kozári, 2021). All experts and policy-makers state that information and communication technology creates great poten- development. To this end, many countries have information and communication technologies many nations consider ICT to be a strategic tool for improving welfare, wealth, equity and better access to information are considered to be wealthier. This means that today, the main power of countries is not based on polluting fac- tories or destructive war machines but instead based on having access to more information in a timely manner (Pelgrum, 2001). In fact, ICT emphasizes the role of information and information processing, storage, transfer and retrieval facilities. It is worthy to note that other than communicative infrastructure, other forms of media such as radio and televi- sion also play important roles as information transfer channels (Colecchia and Schreyer, the set of tools, machines, know-how, methods and skills used in creating, trading, process- ing, retrieval, transfer and use of information and includes all levels of information processes from simplest to the most complex (Akshay and Dhirubhai, 2005). In general, ICT is the use of information management tools services used for creating, processing, storage, distribution and transfer of information (Rama Rao, 2004). Studies show that one of the factors separating organizations from each other is information technology and the extent of its use in them. Many factors affect the use of ICT in organi- zations (Alexandru, 2006) some of which are investigated in this study which include the fol- Mirghani et al., 2010); Attitude factors (Alam Beigi et al., 2009; Mooij and Smeets, 2005); Training factors (Alam Beigi et al., 2009); 2009); Environmental factors (Khuong, 2008); et al., 2015). 2.2 Organizational learning capability Organizational learning is a process through which organizations learn new information. According to experts, organizational learning is an essential process for every organization in today’s competitive environment and is the sum of all organizational and management characteristics that facilitates learning in 47 2015; Sutanto, 2017). Many experts state that there is no consensus about measures of organi- zational learning; this is mostly due to the fact that organizational learning is the result of sev- eral stages, each with its own measures of suc- cess (Birchall and Giambona, 2010). The con- cept of organizational learning emphasizes the importance of factors facilitating the natu- ral inclination or tendency of the organization toward learning (Goh, 2003; Nwankpa and Roumani, 2014). An organization’s learning capacity is one of its organizational and man- - tions in which it is possible for the organization to learn (Alam Beigi et al., 2009). It can be said that factors facilitating learning in an organi- zation are the same as measures of its learn- ing capacity. The learning capacity of an orga- nization is the result of individual and group learning in the organization, carried out in management actions or conditions can facil- itate or hinder this process. Therefore, if one can determine the management actions that facilitate learning (Nwankpa and Roumani, 2014), then it is possible to measure the orga- nization’s learning capacity. This information can help managers focus on efforts that facil- itate organizational learning (Chiva, Alegre and Lapiedra, 2007). Organization’s learning capacity is the intrinsic ability of the organi- zation in creating, developing and use of new knowledge in order to compete with its compet- 2005). In order to create the capacity to learn in an organization it is necessary to have an effective innovation process through activities such as experimentation, constant improve- ment, team work and group problem solving, observing the activities of other employees and Participatory decision-making (Goh, 2003). In his study, Chiva (2004) tried to determine the factors facilitating organizational learning. In this later work, Chiva et al. (2007) devel- oped their measurement tool for organizational learning capacity and determined that orga- nizational learning has several dimensions including 1-Experimentation, 2-Rrisk-taking Cabrera, 2005), 3-Interaction with external environment (Chiva, Alegre and Lapiedra, 2007), 4-Dialogue (Chiva, Alegre and Lapiedra, 2007) and 5-Participatory decision-making (Bapuji and Grossan, 2007; Scatt-ladd and Chan, 2004). 2.3 New Product Competitive Advantage a pivotal determinant to its performance and survival(Barnett & McKendrick, 2004; Barney, and sustain competitive advantage is the fun- must consider decisive factors that may enable in terms of product image, sales, market share, and new market opportunities (Liao, Kuo, and Ding, 2017). According to the Resource-based - tage is attributable to the valuable and rare resources that it currently possesses (Cao et al., - tage provided that the resources are non-trad- able or imitated Barney, 1991; Barney and Clark, 2007; Chadwick et al., 2015). Globalization of markets, develop- ment of dynamic technologies, shortening of product life cycle and rapid changes in cus- tomer demands; All of this means that com- panies’ competitiveness strongly depends on their ability to meet customer demands and needs by creating more value in products and services. These forces companies to upgrade their ability and capacity to create and deliver value to stakeholders, especially customers. In dynamic global markets, companies face vary- ing degrees of competition. Rapid technological changes, shortening the product life cycle, and the increasing complexity of technology have forced companies to outsource their technical development (Banrent and Tishirki, 2004). In a product development environment with new to complexity and uncertainty. Competitive advantage includes strategies that companies use to perform better than competitors in prod- uct markets. The environmental competitive advantage can be further categorized into cost and differentiation advantage (López-Gamero et al., 2016; Miotto et al., 2020). Organizations can gain competitive advantage if they can cre- ate value for customers. Launching new prod- ucts is one of the strategic sources of value cre- ation (Miles and Covin, 2000; Walsh and Dodds, 2017). So the competitive advantage of a new product is actually the advantage that the new product has over the competitors’ products. Competitive advantage requires companies to have particular control over production costs to ensure that their products are priced compet- itively. Dunk (2004) showed that competitive 48 advantage has a positive role on the extent to which organizations use the cost of product life cycle. Organizations will have a competi- tive advantage when they produce and deliver their goods and services better than competi- tors. In this study, the competitive advantage of the new product is measured by following the research of Singh and Sang (2007) with seven indicators. 2.4 New Product Vision - objectives and mission (Oswald et al., 1994). Proactive Environmental Strategy (PES) entails organizational members’ support, involvement and commitment in attaining sus- tainability goals of an organization (Albertini, 2019; Journeault 2016). Thereby, shared vision is critical in fostering employees’ par- ticipation and commitment in environmental decision making and actions (Aragón-Correa et al., 2013; García-Morales et al., 2011). It facilitates effective communication of sustain- ability-integrated goals, strategies, practices and technologies among organizational mem- bers (Johnson, 2017) and develops a sense of collectivism and a sustainability-driven work- ing culture (Ketprapakorn and Kantabutra, 2019). In addition, it provides goal clarity and strategic directions by mitigating ambiguities According to the above description, it can be expressed that the new product vision is in fact a goal and strategic direction that is consid- ered for the product launched to the market. the sector and industry in which the company competes, and how to create value for future customers. All of these factors set the com- pany apart from its competitors (Abel, 2006). In new organizations, psychological differences between departments affect the performance - ple, if a subsidiary feels that the parent com- pany has a clear picture of a common goal, then it will perform better in competition. The new product vision creates a psychologically safe work environment for teams and also clearly explains development goals to members. Lane collaboration and support for the group’s clear and sustainable goals. Organizations and their internal departments, with a particular insight into customers and market situations, have to interact with and coordinate with external marketing trends, especially when products members of the new product development team must have the same vision for the product so that they can create a kind of synergy between different departments and organizations. In modern business environments, the success of new product development depends on collabo- ration between suppliers, research and devel- opment, production, sales, marketing, sales channels, and management support (Chen and James Lane, 2011). In this study, the new prod- uct vision is measured by following Tsarola’s (2007) research with three indicators. 3. FRAMEWORK AND HYPOTHESES DEVELOPMENT this study which is investigated in the follow- ing hypotheses. 3.1 ICT and OLC Information technologies have improved information and communication. In addition, the continuous development of information technologies constantly poses new challenges for people so that they improve, learn and adapt. the communication within an organization, and need to invest in organizational learning, and master the capabilities of knowledge genera- tion, appropriation and exploitation. Learning has become valuable because knowledge is an important resource (Mai, Do and Phan, 2022; Productivity and competitiveness are a func- tion of knowledge generation and informa- tion processing and so modern information and communication technology (ICT) acts as (2000), ICT might support knowledge-shar- ing. Consequently, technology is important for facilitating knowledge-sharing between orga- nization members. Knowledge-sharing can be for managers wishing to help their organiza- encourage members to share and transfer their knowledge (Bock et al., 2005). According to 49 Dewett and Jones (2001), information technol- and innovative by making knowledge “visible” and accessible; encouraging sharing and appli- effective to dismantle communication barriers de Ridder (2004) emphasized that the use of IT - cess. Technology can play a central part in pro- viding the media and infrastructure for learn- ing in and between knowledge communities. - ing and knowledge transfer and integrated ICT development and usage as key characteristics of a successful knowledge community. Bennet and Shane Tomblin (2006) emphasized that organizational learning is also concerned with knowledge and the use of ICT helps modern - cient, be better coordinated, and create more and varied links between human and knowl- edge resources in modern OL and KM efforts. Based on the discussion above, this study offers the following hypothesis. Hypothesis 1 Information and communi- cation technology affects organizational learn- ing capability. 3.2 OLC and NPCA The results of studies on organizational learning show that learning capabilities can lead to competitive advantage (Gah and Ryan, 2008) and organizational learning capabil- ities are in fact a set of organizational and the organizational learning process and allows the organization to learn and play a vital role in the learning process (Chiva et al., 2007). In today’s global marketplace, maintaining a competitive position is a constant concern. Technological innovations and economic uncer- tainty have changed the face of competition and made the survival of organizations dependent on the competitive advantage of their new prod- - nizations should seek to ensure the competitive advantage of their new products by learning and acquiring new knowledge of the envi- this study offers the following hypothesis. Hypothesis 2 Organizational learning capability affects new product competitive advantage. 3.3 OLC and NPV Companies are looking for ways to reduce product development time while at the same time developing quality and reducing costs a strategic and key activity for many companies through which new products will have a signif- 2005). In fact, new products are an import- ant factor for the success of organizations in the market (Gonzalez and Palacios, 2002). More . Information and Communication Technology Experimentation Attitude factor Training factor Human and managerial factor Environmental factor Economic factor Organizational Learning Capacity New Product Vision New Product Competitive Advantage Personal factor Risk-taking Participatory decision- making Dialogue Interaction with external environment H1 H4 H5 H2 H3 50 organizational learning capability can increase the possibility of providing a clear statement of objectives along with the mechanism of pro- viding a path for the rapid development of new products in the form of product vision (Winklen, 2010). Based on the discussion above, this study offers the following hypo thesis. Hypothesis 3 Organizational learning capability affects new product vision. 3.4 ICT and NPCA recognized as a primary driver of competi- tive advantage (Chadee and Kumar, 2001). ICTs are an important part of every coun- try’s national infrastructure (Salehan, Kim and Lee, 2018). ICT related research has sug- gested that information processing capability 2003). Information processing capability as an essential component of company’s ICT has (Premkumar et al., 2005; Wang et al., 2013) and asset productivity and business growth (Chen et al., 2015). Recently, practice-oriented research suggests that information process- ing capability based on business analytics is likely to help companies to gain competitive advantage (e.g. Davenport et al., 2001; Kiron & Shockley, 2011; Kiron et al., 2012; Cao et al., 2019). Nevertheless, a direct link between ICT-related capability and competitive advan- tage seems highly plausible and has been sup- ported by a number of studies underpinned Bharadwaj, 2000; Barua et al., 2004; Mithas (2003) show that a company’s information capability affects its competitive advantage in American high technology companies; Sook- - strate that information processing capability is positively related to competitive advantage while Lim, Stratopoulos, and Wirjanto, (2012), senior IT executives help develop superior IT capability, which in turn has a positive impact on competitive advantage. Gunasekaran, Subramanian and Papadopoulos (2017); Saeidi et al. (2019) and Mao et al. (2016) also state that information technology can lead to a com- petitive advantage. Also competitive advantage requires companies to have particular control over production costs to ensure that their prod- ucts are priced competitively (Liao, Kuo and Ding, 2017). Technological readiness refers to the speed with which an economy utilizes exist- ing technologies to improve the productivity of - zation of ICTs in daily activities and production competitiveness (Salehan, Kim and Lee, 2018). Also, according to Cao et al. (2021) competitive advantage can be achieved by introducing new technology-based products. Based on the dis- cussion above, this study offers the following hypothesis. Hypothesis 4 Information and communi- cation technology affects new product competi- tive advantage. 3.5 ICT and NPV Over the last decade, competition has inten- restructure and improve their business prac- obtain competitive advantage in order to for a wide range of business processes and improves information and knowledge manage- - formance (Gargallo-Castel and Galve-Górriz, 2012). Information and communication tech- nology can promote the economic development 2017; Torkayesh and Torkayesh, 2021). Also information and communication technology affects organization productivity (Garicano, affect the communication within an organiza- role in all organizations. Information technolo- gies are a key tool in the process of knowledge and Stafford (2010) investigated how employ- ees in large companies observe communica- - tion is the best accepted, but employees believe way of sharing information. Information and communication technology can optimize pro- duction process and enable capital to replac- ing labor (Acemoglu and Restrepo, 2020; Autor that guides strategy, policies, and tasks; it is also a key source of cultural formation and sus- role in an enterprise’s development, acting as a bright light directing the business towards (2003) found that vision and strategy are 51 foster business strategy. Thus, the extent to which organizational members support and understand the vision is a key factor affecting performance (Balduck et al., 2010; James and Lahti 2011). The adoption of information and communication technologies (ICTs) in orga- nizations promises to better connect manag- ers with people, increase public participation service delivery, decrease uncertainty, and improve information dissemination (Welch can help create a clear vision for new products by improving knowledge sharing, speeding up reducing uncertainty, and improving informa- tion dissemination. Based on the discussion above, this study offers the following hypoth- esis. Hypothesis 5 Information and communi- cation technology affects new product vision. 4. RESEARCH METHODOLOGY The main method in examining the hypotheses in the present study is the structural equation modeling method. SEM can provide a more quantitative and conceptually appropriate or satisfying understanding of the relationships - ment differs from other modeling approaches in that it tests both the direct and indirect effects 2016). The advantage of SEM is the ability to incorporate unobserved latent factors whose implied values can be estimated from multi- ple observed indicators. Since these indicators are assumed to be caused by the latent factor or factors (Taucher and Oschlies, 2011; Chin, Marcolin, & Newsted, 2003). 4.1 Data Collection and Statistical population Data gathering methods are divided into two - ods. The statistical population of this study include managers of companies active in Automobile industry in Iran. 4.2 Sampling method and Sample-size In this study, simple random sampling method was used which was carried out from among managers. Sample size was calculated to be 203 managers of companies active in Automobile industry in Iran. 4.3. Measures and Instrument development Information and communication technology was the independent variable. In this study, Alam Beighi et al. (2009) questionnaire was used to measure the ICT. It measures six aspects included personal factors, attitude fac- tors, training factors, economic factors, envi- ronmental factors and human and managerial factors. Organizational learning capability was the Mediator. In this study. Chiva et al. (2007) questionnaire was used to measure the OLC. - tation, risk-taking, interaction with exter- nal environment, dialogue and participative decision making. In this study, the new prod- uct competitive advantage and new product vision were dependent variables. New product competitive advantage was measured by fol- lowing the research of Singh and Sang (2007) with seven indicators and new product vision was measured by following Tsarola’s (2007) research with three indicators. Based on prior literature, the present research utilizes a 5-point Likert-type rating scale, containing both the extreme points as to accumulate responses for the multi-item con- structs. All these studied measures have been adapted from prior researches which establish their validity, however, to check their validity in context to this study a series of tests relating to construct validity and reliability have been performed. 5. EMPIRICAL ANALYSIS AND RESULTS Partial Least Square–Structural Equation Model ing (PLS-SEM) is a non-paramet- ric ap proach that makes no distributional as sump tions and can evaluate small sam- is a research instrument utilized to quantify dynamic cause-effect relationship models with latent variables in various disciplines (Cepeda- that PLS-SEM’s methodological toolbox could accommodate more complex model structures and handle data inadequacies such as hetero- geneity. This emerging statistical approach 52 could substantially provide higher statistical power, making it a better alternative to cova- riance-based structural equation modeling, as supported by Leguina (2015). PLS-SEM has now become a popular statistical technique (Kumar and Purani, 2018). The analysis of this approach can be aided by Smart PLS, a robust software application with an accessible graph- ical user interface (Sarstedt and Cheah, 2019). An SEM model combines the attributes of two the multivariate relationship between latent variables and the measured variables and among the latent variables. The measure- ment model and the structural model together the observed variables into several common and then analyze the direct and indirect rela- tionships between variables through path anal- ysis (Ignacio et al., 2019). Validity and descriptive statistics variables are measured through observed vari- ables (Kang and Ahn, 2021; Abuzaid, Moeilak, and Alzaatreh, 2022). Each construct contains a set of indicators (Lin et al., 2005). To evaluate the measurement model, three cases of index reliability, convergent validity and divergent validity are used. The reliability of the index is measured by three criteria: 1- Cronbach’s alpha (Cronbach, 1951; Cronbach and Shavelson, 2004), 2- Composite reliability (CR) (Bagozzi & - of each criterion must be checked and if this CA6=0.382, and OLC11=0.084 are less than - ing the indices with a factor loading less than 0.4. Reliability indicates the internal consis- tency of the items and evaluates the extent to which these items are free from random error (Rahman, 2022; Kuei and Madu, 2001). (2010); Al-Refaie (2011); Kim et al. (2020); Basak et al. (2021) and Al-Refaie et al. (2011), - the unique and distinct items assigned under each construct. After the analysis, as shown in Table 1, the calculated composite reliability 53 the recommended value of 0.7 and thereby, studied under each construct (Cronbach and Shavelson, 2004). Similar test has also been conducted by Lu and Ramamurthy (2011) to examine the reliability of their studied vari- ables. The instrument’s validity is determined by how well it measures the construct it was validity test, two separate tests such as the con- vergent and discriminant validity of items have been conducted. the estimated average variance extracted greater than the standard value of 0.5 con- - ation explained by a construct in its crite- rion variables compared to the total vari- also been conducted to determine the t-sta- tistics values which are found to be signif- icant (since, all p < .05) for all the factor loadings and thereby, establish the con- vergent validity criterion. Similar test has Latent constructs CR AVE Mean SD S.E. mean Experimentation 1.000 1.000 1.000 4.6495 .47961 .04870 Risk-Taking 0.759 0.828 0.707 4.5155 .45331 .04603 Interaction with External Environ- ment 0.916 0.947 0.857 4.1478 .64365 .06535 Dialogue 0.817 0.881 0.655 4.1005 .47001 .04772 Participative decision-making 0.814 0.914 0.841 4.1718 .66686 .06771 1.000 1.000 1.000 3.0722 1.13878 .11563 1.000 1.000 1.000 3.7938 1.07953 .10961 0.868 0.884 0.525 3.3879 .73098 .07422 0.783 0.902 0.822 3.0515 1.03954 .10555 1.000 1.000 1.000 3.3196 1.02618 .10419 0.822 0.883 0.656 3.3938 1.27654 .12961 NPCA 0.979 0.983 0.905 3.8823 .88759 .06690 1.000 1.000 1.000 3.9811 .31212 .02353 ICT 0.938 0.9389 0.720 3.3365 .86555 .08788 OLC 0.791 0.8428 0.5172 4.3170 .29751 .03021 A-F D Ec-F En-F E H&M-F I NPCA NPV P-D P-F R T-F 1.000 D 0.049 0.809 0.552 0.074 0.907 0.615 0.058 0.595 1.000 E 0.101 0.045 0.068 0.87 1.000 0.634 0.080 0.741 0741 0.048 0.810 I 0.004 0.772 0.132 0171 0.108 0.094 0.926 NPCA 0.018 0.584 0.013 0.081 0.423 0.098 0.511 0.951 0.050 0144 0.016 0.104 0.057 0.039 0.039 0.645 1.000 P-D 0.014 0.394 0.069 0.035 0.365 0.086 0.210 0.780 0.682 0.917 0.555 0.016 0.695 0.631 0.068 0.667 0.085 0.029 0.008 0.090 1.000 R 0.089 0.305 0.061 0.040 0.720 0.107 0.408 0.638 0.308 0.434 0.007 0.841 0.725 0.035 0.784 0.735 0.082 0.760 0.080 0.001 0.002 0.006 0.712 0.016 0.725 E = Experimentation; R = Risk-Taking; I = Interaction with External Environment; D = Dialogue; P-D= Participative decision- 54 also been conducted by Bi et al. (2013) and Tamilmani et al. (2020). validity is estimated when the distinctive and unique values of the individual mea- - criminant validity of the constructs and according to Gefen, Straub, and Boudreau be greater than the inter-construct correla- tion. Table 2 ascertains that all the studied constructs satisfy the discriminant validity criterion. Similar test has also been con- ducted by Panda and Rath (2016) to exam- ine the discriminant validity of constructs. 5.2 and reliability of the measurement sections, it is time to examine the structural part of the model. In this section, the most common criterion for measuring the link between con- structs in the model (structural part) is the sig- If the t-value exceeds 1.96, it indicates the sig- - ond criterion for measuring the structural 2 and Panjakajornsak (2018) and Wang et al. (2022), 2 is a criterion used to connect the mea- surement part and the structural part of model and shows the effect that an exogenous vari- able has on an endogenous variable. 0.19, 0.33 and 0.67 are introduced as the values for weak, medium and strong values of 2. The third cri- terion is 2. This criterion determines the pre- dictive power of the model and if it is equal to or greater than 0.15, it indicates the appropriate predictive power of the independent variable. is at the appropriate level. 5.3 how well the researcher’s model reproduces the actual phenomenon presented in the data (Kang and Ahn, 2021). Wetzels et al. (2009) have introduced three values of 0.01, 0.25 and 0.36 as weak, medium and strong values for 1. Similar test has also been conducted by Kim et al. (2005); Schermelleh-Engel et al. 1 2 and 2 latent constructs R2 Q2 T-Statistics Experimentation 0.452 0.222 Risk-Taking 0.439 0.283 Interaction with External Environment 0.709 0.616 Dialogue 0.761 0.50 Participative decision-making 0.364 0.188 0.625 0.619 0.586 0.566 0.912 0.453 0.740 0.598 0.667 0.644 0.796 0.430 NPCA 0.640 0.465 0.496 0.308 ICT - - OLC 0.589 0.415 ICT --> OLC 3.028 OLC --> NPCA 13.320 3.087 ICT --> NPCA 3.110 2.010 2 and 2 55 5.4 Hypothesis testing results The current study has used the SEM approach to test the formulated hypotheses ( et al., 2015), where the results are derived on has also been considered by Al-Refaie (2015), Eriksson (2017) and Guzman (2022) to test their studied hypotheses. The present research has both direct and indirect effects similar to T-value for ICT to OLC is 3.028 which is higher than the critical t-value of 1.96. this - nication technology on organizational learning - nizational learning capacity due to changes in information and communication technology 3. This means that 42.1% of changes in orga- nizational learning capacity is due to changes in information and communication technology. There is a similar analysis and interpretation for other hypotheses, which is presented in the conclusion section. 6. DISCUSSION At information and communication age, phenomenal development of communication and information technology changes the world (Nazemi et al., 2005; Shahzad et al., 2020; Niu, Jayaram, 2020). This technology by enhanc- ing the information exchange process and cost reduction has been presented as inducement competition and growth in every human activ- and Teo, 2013; Arvanitis and Loukis, 2009). The exploration on how to manage organiza- tional resources and capabilities to sustain competitive advantages remains the intriguing unit of research of strategic management ). It is especially through for information and communication technologies Industry where technologies developing with astonishing speed and where the life cycles of cutting-edge products are becoming shorter and shorter, and brand-new by others ( - idly changing economic landscape, coupled with transformational advances in information and communication technologies, presents many challenges to managers of large and small enterprises alike ( in personal application to political and eco- nomic activities because it is multifunctional solution in personal and local applications to satisfy various needs (Castelz, 2001). Granroos (2000) indicates that ICT can cause organiza- tional interaction promotion, cost reduction of management and social interaction promo- tion of an organization so pay attention to ICT and evaluate its level is fundamental and very important. Knowledge changes makes new - zations so organizations must change contin- uously. But do organizations know suitable resources for maximizing the innovation? Researchers pay attention to factors which develop organizational innovation and intro- duce organizational learning as core instru- ment for making innovation, economic growth, organization survivability and also factor for employees’ productivity and organizational performance improvement (Arango et al., 2007; Hypotheses Path T-value P-value Test results Information and communication technology affects organi- zational learning capability 0.421 3.028 Supported Organizational learning capability affects new product com- petitive advantage 0.800 13.320 Supported Organizational learning capability affects new product vision 0.309 3.087 Supported Information and communication technology affects new product competitive advantage 0.261 3.110 Supported Information and communication technology affects new product vision 0.186 2.010 Supported 56 Cegarra-Navarro et al., 2020). In past, funda- mental building of organizations was work- force and capital but nowadays organizations which learn and be innovative and service-ori- ented are successful. Relatively, resources for controlling an organization was outside but in present new resources which are intangible are inside. Intangible resources create knowledge and organizational learning is basic method for knowledge creation. Organizational learning is is performance improvement and competitive advantage obtainability, retain ability and improvement. Saban introduce organizational learning as important and critical component for innovation that has been developed through - nization can improve innovation behavior, management must analyze common learning in organization (Petrra et al., 2002). In fact, organization learning is important strategy for creating competitive advantage in organi- zations because competent employees are valu- able resources for organizations (Saru, 2007). Also, organizational learning can help organi- zations achieve their performance goals and vision (Goh, 2003). 7. CONCLUSION Information and communication technol- ogy (ICT) actively promotes development of emerging industries in the global market and structural change, since it catalyzes the creation of some new markets and disappearance of others (Li, Lee, and Kong, 2019). Typically, - has become a hot topic in the world economy and level investment in ICT increased the perfor- include P2P, online banking, e-wallets. That is to say, ICT has penetrated the traditional - logical activities, transforming and upgrading internet- and technology-based structure. The ICT industry is an enabler and a driver of economic development and growth, it is imper- ative to gain knowledge on the functioning of ICT in other industries at different levels (Li, Lee, and Kong, 2019). Organizational learning capability is considered as factors and mana- gerial and organizational characteristics which facilitate organizational learning process and permit it to learn. Also ICT affects on OLC and - is higher than the critical value of 1.96 which - to changes in ICT and is equal to 0.421. This means that 42.1% of changes in OLC is due to changes ICT or in other words, ICT determines - 0.309, OLC on NPCA are 13.320 and 0.800. All communication technology, in addition to hav- - ing capability, can directly and indirectly affect the competitive advantage of the new product - cant role in determining the level of each these variables. REFERENCES Abell, M. (2006). Individualizing learning using intelligent technology and universally de- signed curriculum. Journal of Technology, Learning, and Assessment, 5(3), 5–10. (2022). Customers’ perception of residen- tial photovoltaic solar projects in the UAE: A structural equation modeling approach. 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