THE IMPACT OF PERCEIVED ORGANIZATIONAL SUPPORT ON ORGANIZATIONAL PERFORMANCE THOUGH MEDIATING ROLES OF ORGANIZATIONAL LEARNING CAPABILITY AND TECHNOLOGY CAPABILITY
DOI:
https://doi.org/10.60101/rmuttgber.2026.292437Keywords:
Perceived organizational support, Organizational performance , Organizational learning capability, Technology capability, Export, Export enterprise, PLS-SEMAbstract
In the rapidly digitalizing economy, information technology has become vital for businesses to build competitive advantage and survive in increasingly competitive environments. Export businesses must coordinate their planning and operations to meet customer needs effectively. This research examined the impact of perceived organizational support (POS) on organizational performance (OPerf) through the mediating roles of organizational learning capability (OLC) and technology capability (TC) in export enterprises. Using quantitative methodology, data were collected via questionnaires from 385 food manufacturing exporters in the Bangkok Metropolitan Region. Statistical analysis included descriptive statistics (frequency, percentage, mean, standard deviation) and Partial Least Squares-Structural Equation Modeling (PLS-SEM) for hypothesis testing. PLS-SEM was used to analyze complex relationships involving latent variables and estimate cause-effect models with mediators. The findings revealed that POS had positive and significant direct effects on OPerf (p < .001), with OLC and TC serving as significant mediators. Both OLC and TC also showed positive and significant effects on OPerf (p < .001). Theoretically, the research extends Social Exchange Theory by demonstrating that perceived organizational support enhances learning and technology capabilities that drive organizational performance. Practically, it suggests fostering a supportive organizational climate helps sustain competitiveness through learning and technology adoption.
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