The Impact of Organizational Learning Culture on Organizational Sustainability

While sustainability has attracted increasing scholarly attention, prior studies have often focused on external pressures or single-factor explanations, leaving the integrated role of internal knowledge–based resources underexplored, particularly in transitional economies. Among these, knowledge-based resources have been proven by contemporary research to be the central driver for organizational sustainability (OS). In the context of Vietnamese enterprises, implementing sustainability practices has encountered certain obstacles, particularly among small and medium-sized enterprises (SMEs), due to the emerging characteristics of the economy. Given the current situation, this study developed a research paradigm to investigate the impact of knowledge-based resources, specifically organizational learning culture, knowledge sharing (KS), and employee performance, on OS. The study utilized the quantitative methodology with data collected from 356 office employees in Vietnamese SMEs and analyzed using partial least squares structural equation modeling (PLS-SEM). The findings reveal the positive impact of all variables on the direct and indirect effects of organizational learning culture on OS, mediated by mechanisms such as KS and employee performance. Instead of merely verifying existing theories, this study extends the resource-based view (RBV) and social exchange theory (SET) into the transitional economy context. The findings provide novel empirical evidence on the mediating roles of KS and employee performance, asserting that organizational learning culture is an essential resource for overcoming sustainability barriers in Vietnamese enterprises. Consequently, the study offers critical managerial implications tailored to local cultural specificities, complementing theoretical models predominantly built on Western contexts.