organizational design, organizational learning, innovative behavior, team psychological empowerment, sustainable mobility, multi-level perspective


We have investigated how organizational design facilitates organizational learning in the age of digital economy at exploring the cross-level interplay. In this inductive case study of a sustainable mobility provider, we conducted a three-level coding procedure. We found evidence for two moderators — innovative behavior at the individual level and team psychological empowerment at the team level — to propose the conceptual model of their interplay with regard to predicting organizational learning. Based on these findings, we developed a conceptual model of the cross-level interplay between organizational design and the moderating role of innovative behavior and team psychological empowerment in stimulating organizational learning. Specifically, we found support for three facets of innovative behavior — idea generation, idea promotion, and idea implementation at the individual level. In addition, we identified four facets of team psychological empowerment at the team-level — team potency, team meaningfulness, team autonomy, and team impact — which act as moderating mechanisms in predicting organizational learning.