Beyond Individual Capabilities: Organizational Learning and Agility as Drivers of Learning Organizations

Learning organizations are extensively regarded as a key source of adaptability in increasingly complex and dynamic environments. Although prior research has emphasized both individual capabilities and organizational practices as potential antecedents, empirical evidence on their relative importance remains mixed. This study examines whether perceptions of an organization as a learning organization are primarily driven by individual-level characteristics or by organizational-level learning and agility practices. Using cross-sectional survey data from 213 employees across organizations of different sizes, sectors, and ownership structures, the analysis employs descriptive statistics, correlation analysis, and multiple regression models. The results show that organizational learning and organizational agility are strong and robust predictors of perceptions of a learning organization, jointly explaining more than half of the observed variance. In contrast, individual learning orientation and individual agility exhibit weak or non-significant effects once organizational practices are considered. Additional analyses reveal no systematic differences between top management and non-managerial respondents, suggesting that perceptions of learning organizations are not driven by hierarchical position. Overall, the findings provide empirical support for the predominance of organizational practices over individual capabilities in shaping learning organizations and contribute to ongoing debates on the micro- and macro-foundations of organizational learning.