http://ir.bdu.edu.et/handle/123456789/16179 2001-01-13T06:43:32Z 2001-01-13T06:43:32Z TILAHUN, TESFAYE http://ir.bdu.edu.et/handle/123456789/16423 2024-12-20T11:01:20Z 2024-05-01T00:00:00Z

Effect of Employees’ Dynamic Capability on Their Performance in the Brewery Factoryies: The Mediating Role of Entrepreneurial Orientations in Brewery Factories of Addis Ababa TILAHUN, TESFAYE This dissertation investigated the effect of employees' dynamic capability on their performance within the Ethiopian brewery factories , with entrepreneurial orientation acting as a potential mediating factor. The research adopted a positivist paradigm, employing a quantitative and discriptive-explanatory approach. Data collection involved a standardized, self-administered questionnaire distributed to 381 selected brewery employees through simple random sampling. Statistical methods were utilized via SmartPLS, SEM, and SPSS version 27 to test hypotheses regarding the relationships between the study variables. The findings revealed a positive and significant relationship between employees' dynamic capability and performance. This held even when dynamic capability scores were relatively low, suggesting a consistently positive influence. Additionally, a positive and significant relationship was found between employee dynamic capability (independent variable) and entrepreneurial orientation (mediating variable). Furthermore, entrepreneurial orientation demonstrated a positive and significant relationship with employee performance. While the direct effect analysis indicated a positive relationship between employees’ dynamic capability and performance, the inclusion of entrepreneurial orientation as a mediator strengthened this association. The data analysis and presentation revealed that considering entrepreneurial orientation as a mediator increased the explained variance in employee performance, confirming partial mediation. Based on these findings, the dissertation offers practical recommendations for Brewery factories of Addis Ababa, managers, employees, and future researchers. Recommendations for Factories include fostering a culture that encourages employee learning and innovation to enhance dynamic capabilities. Managers are advised to develop programs that promote proactive problem-solving and opportunity identification among employees. Employees are encouraged to embrace continuous learning and actively seek opportunities to contribute their ideas.

2024-05-01T00:00:00Z AYALEW, GIRMA http://ir.bdu.edu.et/handle/123456789/16422 2024-12-20T10:55:17Z 2024-09-01T00:00:00Z

Effect Of Knowledge Management on Organizational Performance: The Mediating Role of Organizational Learning (Evidence from The Amhara Region Agricultural Research AYALEW, GIRMA One of the key advantages of management, which is crucial in the twenty-first century, is raising the productivity of knowledge management workers. These days, many organizations have been turning to the implementation of knowledge management. This is because the use of knowledge inside an organization is enhancing its performance. This study has been conducted to examine the effect of knowledge management on organizational performance and the mediation role of organizational learning in the Amhara Region Agricultural Research Institute. The study employed a descriptive and explanatory research design with a mixed research approach. For the quantitative method, data were collected from a survey of 216 experts and analyzed using the structural equation model (SEM). Using Amos 23.0 software, the reliability and validity of the study were tested utilizing confirmatory factor analysis. Moreover, confirmatory factor analysis was utilized to test the measurement model, and structural equation modeling was employed to measure the conceptualized hypotheses. The direct and indirect effects of knowledge management on organizational performance were rigorously tested through a quantitative approach, and the variables under the study were articulated employing the qualitative approach so as to obtain more conprehensive findings. The descriptive result revealed that knowledge acquisition, knowledge creation, and knowledge implementation had modest mean values, while knowledge transfer and storage were the lowest. With respect to the correlation value of the variables, the finding revealed that there was a strong correlation between knowledge management, organizational learning, and organizational performance. In addition, the major quantitative results demonstrated that knowledge management has a direct, significant effect that improves the Amhara Region Agricultural Research Institute in part through organizational learning, and organizational learning has also a significant direct effect on organizational performance. In aspect of the mediation effect, organizational learning has also a positively significant partial complementary mediation role in the relationship between knowledge management and organizational performance. Lastly, the qualitative research findings obtained from the interview demonstrated that the knowledge management themes, typically knowledge acquisition and knowledge creation, had been practically implemented in the institution, whereas the institution has limited practice in knowledge transfer, knowledge storage, and knowledge application. From the organizational learning theme, the result revealed that managers were committed to employing different agricultural technologies, and the system was clearly designed. In view of organizational performance, the qualitative result also revealed that the institute did a lot only on human development and research and development endeavors. Therefore, the qualitative findings had partially supported the quantitative study findings. The study has contributed additional empirical evidence of the importance of improving organizational performance through executing valuable knowledge. Thus, it is suggested that the Amhara Region Agricultural Research Institute would do better to adopt sophisticated knowledge management dimensions and broaden competency-based management, and future research would also look into other likely mediating and moderating factors such as engagement, innovation, and commitment.

2024-09-01T00:00:00Z