Organizational Learning and Service Innovation Performance in Hospitality Management: The Mediating Role of Knowledge Integration

Abstract

This study examines how organizational learning practices influence service innovation performance within hospitality management organizations. Drawing on organizational learning theory and the knowledge-based view of the firm, the study proposes a model in which continuous learning systems, cross-departmental collaboration, and knowledge-sharing routines enhance service innovation performance through the mediating mechanism of knowledge integration. Data were collected from managers and supervisory-level employees working in hospitality organizations using a structured questionnaire and analyzed through Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings demonstrate that all three organizational learning practices exert significant positive effects on knowledge integration, which in turn significantly improves service innovation performance. Furthermore, knowledge integration partially mediates the relationship between organizational learning practices and service innovation outcomes, confirming its central role in translating learning processes into innovation capabilities. Practically, the results highlight the importance of fostering integrated learning environments and cross-functional knowledge flows to strengthen innovation performance in service-intensive hospitality setting.