EMPOWERING INNOVATION IN SAUDI WORKPLACES: AN EMPIRICAL ASSESSMENT OF LEARNING AGILITY, ENGAGEMENT, AND ORGANIZATIONAL DRIVERS

Abstract

This study investigates the significance of learning agility (LA) and employee engagement (EE) in enhancing individual innovative behaviour (IB) within Saudi organizations undergoing transformation under Vision 2030. It also examines whether organizational learning culture (OLC) and supportive work environment(SWE)moderate these relationships. The researchers got data through 206 employees across the various spheres of work in Saudi Arabia. They applied SEM to check both direct and indirect relationships and examine how OLC and SWE exerted their influence as the moderators. The findings reveal that learning agility significantly influences both EE and IB. Moreover, EE partially mediates the relationship between LA and innovation. However, no significant moderating effects were found for either organizational learning culture or supportive work environment. These results suggest that individual-level factors such as learning agility may play a more central role than contextual factors in driving innovative behaviour. This paper provides useful suggestions to Saudi leaders and policy maker interested in creating cultures of valuing innovation. It emphasizes the importance of investing in employee learning agility and engagement strategies that assist in achieving national innovation objectives. By integrating theories such asSET, OLT, and OST, this research contributes to understanding how internal and contextual drivers interact to influence innovation in emerging economies. The findings offer timely insights for future innovation policy implementation, especially within the scope of national transformation agendas such as Saudi Arabia’s Vision 2030.