The Mediating Role of Learning Organization in the Relationship between Human Capital and Organizational Performance: Evidence from Public Companies in Thailand
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Abstract
The objectives of this study were as follows: 1. to examine the congruence of the developed model of human capital and learning organization in influencing organizational performance. 2. To investigate the causal relationship between human capital and learning organization and their influence on organizational performance. The population of this research comprises 269 top management representatives from Thai public companies. The data collection tool was a structured closed-ended questionnaire employing a five-point Likert scale. The questionnaire was divided into three parts: human capital, learning organization, and organizational performance. The statistical methods employed were mean, standard deviation, and structural equation modeling (SEM).
This study investigates the causal relationships between human capital, learning organization, and organizational performance among publicly listed companies in Thailand. The empirical analysis confirms that the proposed structural model fits the observed data well. Specifically, human capital significantly predicts learning organization, explaining 75% of the variance. In turn, the learning organization for 24% of the variance in organizational performance. Moreover, the learning organization was found to play a mediating role in the relationship between human capital and the performance of publicly listed companies in Thailand.
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