Creative thinking and experiential learning are increasingly recognized as essential factors in enhancing organizational performance. However, their combined effect on organizational maturity, particularly within knowledge-intensive environments, remains underexplored. This study investigates the impact of creative thinking on organizational maturity, with experiential learning serving as a mediating variable, among knowledge management professionals. This descriptive-analytical cross-sectional study was conducted from March to June 2024 at Shiraz University of Medical Sciences (SUMS), Iran. A census sampling approach was used to recruit 505 eligible participants, including managers, coordinators, and experts in knowledge management across various affiliated units. Data were collected through three validated instruments, including the Carter Creative Thinking Questionnaire, the Experiencing Scale developed by Stock and Kolb, and the Organizational Maturity Questionnaire created by Spides. Reliability and content validity were confirmed through expert review and Cronbach’s alpha coefficients. Data analysis was performed using SPSS 23 and AMOS. Pearson correlations and structural equation modeling (SEM) were employed to test direct and mediated relationships. Creative thinking was positively associated with both experiential learning (r = 0.61, p < 0.001) and organizational maturity (r = 0.51, p < 0.001). Experiential learning also showed a strong positive correlation with organizational maturity (r = 0.67, p < 0.001). SEM results indicated a good model fit (χ²/df = 2.14, CFI = 0.943, TLI = 0.928, RMSEA = 0.061, SRMR = 0.046). Creative thinking had a significant direct effect on organizational maturity (β = 0.45, p < 0.001) and an indirect effect via experiential learning (β = 0.35, p < 0.001), indicating partial mediation. Among control variables, only work experience had a small but significant effect on organizational maturity (β = 0.17, p = 0.038). Creative thinking contributes significantly to organizational maturity both directly and indirectly through experiential learning. These findings highlight the critical role of fostering creative capacities and immersive learning environments in promoting organizational development among knowledge management professionals. Organizations should prioritize experiential learning strategies as a pathway to enhance maturity and innovation.
Nasabi et al. (Fri,) studied this question.