LEARNING AND VALUE CREATION: EXPLORING THE ROLE OF SERVICE QUALITY

Abstract

Purpose: Learning is a permanent behavioral change for any organization to create value; it is necessary to maintain its service quality with increased learning processes. Exploitative learning includes gaining knowledge to refine and rejuvenate existing competencies, whereas explorative learning refers to gaining knowledge to change the nature of existing practices and competencies; both types of learning are seen as complementary and mutually constitutive of an organization's long-term success. Service Quality is a long-term relationship of any organization with its stakeholders for a value to be maintained for the long term. Every organization has used various employment techniques. Human Capital is managed through employment relationships and human resource programs. And these learning processes increase the betterment of human capital and Service Quality of that human capital so organizations can increase their value creation for their stakeholders. Human capital is used to determine exclusive employment relationships, human resource arrangements, and their variants. This study identifies the learning and value creation by exploring service quality role. 

Design/Methodology: The study follows quantitative design which covers four aspects. The learning processes, Service quality and Value creation.  Collection of data is being done with the help of primary data collection techniques from Public Sector organizations of Quetta Baluchistan Secretariat with random sampling techniques from N = 385 participants. The structural equation modeling technique has been used for data analysis and testing of hypotheses. Correlational analysis has been implemented with different well-designed analysis sections with Statistical Package for Social Sciences (SPSS- Version 26.0) and PLS-SEM tools packages signify the study and provide comprehensive, reliable outcomes. 

Results/Findings: The results of research concluded that the relationship between exploitative and explorative learning creates service quality that generates value creation for an organization. Exploitative learning leads to improved service quality, as organizations are able to refine and optimize their existing processes. This results in increased efficiency, reduced costs, and higher levels of employee service quality and value creation. Furthermore, explorative learning leads to the creation of new and innovative services, which result in increased value creation for organizations. And also results in new and unique service offerings, increased differentiation, and a competitive advantage for the organization. 

Implications: This study provides a milestone for future research in public and private sector organizations and becomes the most cited research draft and paves many ways for upcoming research. Exploitative learning and explorative learning are two different types of organizational learning. However, there are also challenges associated with both exploitative and explorative learning. For example, exploitative learning leads to a focus on short-term goals, while explorative learning can be risky and unpredictable.