Organizational Learning and Lecturer Performance: The Mediating Position of Voluntarily Creative Roles

Abstract

Abstract: In this article, an analytical model is drawn from an extensive literature review on organizational learning and social exchange, which generates the proposition of a voluntarily creative role as a concept that is able to mediate the relationship between organizational learning and lecturer performance. Six hypotheses were tested using structural equation modeling. The results indicate that the use of human resources, through a creative ability that is bound by a passion to selflessly serve and dedicate, can encourage lecturers to share tacit knowledge-sharing techniques with other colleagues and to accomplish all of the responsibilities and obligations predetermined in their learning objectives. Therefore, the concept of the voluntarily creative role can be practiced as a tool for human resources to develop organizational knowledge and to increase lecturers’ performance.