Organizational learning capabilities and performance: The impact of digital leadership, IT support, and knowledge sharing

Background The rapid pace of digital transformation and globalization has compelled organizations to adapt urgently. Objectives This study examines the role of digital leadership (DL), information technology support (ITS), and knowledge sharing (KS) in enhancing organizational learning capability (OLC), which subsequently impacts organizational performance (OP). Methods The research was conducted in South Korea’s Daegu Industrial Area, focusing on the automobile industry. 359 participants were surveyed to assess their understanding of IT support, digital leadership, and knowledge sharing within their organizations. The data collected were analyzed using partial least squares structural equation modeling (PLS-SEM). Results Based on the resource-based view (RBV) theory, the study found that DL and ITS positively influence KS, subsequently boosting OLC. OLC significantly impacts OP, with KS fully mediating the relationships between DL–OLC and ITS–OLC. These findings highlight KS as a key driver of OLC and performance, offering managers valuable guidance on aligning KS with strategic objectives. Conclusion By examining the relationships among DL, ITS, KS, OLC, and OP, this study builds on existing research and offers practical strategies for developing OLC in digitally driven business environments.