ESP-3805

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2025-07-28

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Vol. 10 No. 7 (2025): Published

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Research Articles

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Copyright (c) 2025 Dajiang Wang, Chonlavit Sutunyarak

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How to Cite

Wang, D., & Sutunyarak, C. (2025). Impact of transformational leadership and organizational learning on Non-R&D innovation in micro and small enterprises: An empirical study of China’s software and IT servicesindustry. Environment and Social Psychology, 10(7), ESP-3805. https://doi.org/10.59429/esp.v10i7.3805

Impact of transformational leadership and organizational learning on Non-R&D innovation in micro and small enterprises: An empirical study of China's software and IT servicesindustry

Dajiang Wang

Chakrabongse Bhuvanarth International college of Interdisciplinary Studies (CBlS), Rajamangala University of Technology Tawan-ok, Thailand

Chonlavit Sutunyarak

Chakrabongse Bhuvanarth International college of Interdisciplinary Studies (CBlS), Rajamangala University of Technology Tawan-ok, Thailand


DOI: https://doi.org/10.59429/esp.v10i7.3805


Keywords: transformation leadership; organizational learning; non-R&D innovation; micro and small enterprises; innovation policy

Abstract

This study focuses on 458 small and micro enterprises in China's software and infor-mation technology services sector. Using purposive sampling, data analysis was con-ducted through regression analysis and structural equation modeling (SEM) to explore the impact mechanisms of transformational leadership and organizational learning on non-R&D innovation, as well as the moderating role of innovation policies. The empir-ical results reveal that transformational leadership including establishing a vision, employee motivation, and individualized consideration significantly drives non-R&D innovation in technology application, process optimization, and market innovation of micro and small enterprises. This driving effect is realized through organizational learning as a key mediating mechanism. Innovation policies amplify the impact of transformational leadership on non-R&D innovation, but have a limited moderating effect on its interaction with organizational learning. This suggests policy tools more likely alleviate resource constraints over directly intervene internal learning process.

This study has developed a model of "leadership—learning—innovation," to clarify the role of leadership in shaping organizational atmosphere and learning processes. These elements are the key in stimulating innovation when resource constraints could be the barrier for business development, which physically and psychologically support the business in organizational innovation and develop a theoretical guide for enterprises towards innovation. Furthermore, the findings would be useful for enterprises to en-hance innovation through leadership transformation and learning organizations, and for policymakers to improve policies for businesses in innovation corporation.

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