Özet:

to fulfill at least one of three following tasks in order to keep up with the latest changes: bringing self-developed changes/inventions to market; copying, tailoring and applying changes as a leading figure or keeping up with the latest changes. That being said, organizational learning capacity and innovation making ability are the key assets. The significance of these assets becomes obvious while organizations strive to enhance their performance in highly competitive environments. In this respect, elaboration and explanation of these key assets as well as correlating them with organizational performance will help using them more effectively and productively. Purpose of the Study: This paper aims to study how to improve organizational learning capacity; consequently how it will affect organizational innovations and how a change in performance may occur. Research, as well as the refining innovations, also aims to explain the change in organizational performance. Method of the Study: The study is assessed with participation of middle and senior managers working in organizations producing software, chip, advanced technological tools and technology solutions in Marmara district. Face-to-face, online and delivery by hand techniques are utilized in questionnaire survey. Collected data were evaluated with SPSS 18.0 statistical package. Findings and Conclusions: System orientation, climate for learning orientation, knowledge acquisition and utilization orientation, information sharing and dissemination orientation all of which are sub-factors of organizational learning have positive effect over exploratory innovation and exploitative innovation. The study also exposes that exploratory innovation and exploitative innovation have similar positive effect over organizational financial performance. The outcomes of the statistical analyses of this research have exposed considerable conclusions that increase in capacity of organizational learning will result in an increase in organizational innovation and financial performance. In other means, organizations that are willing to extend their innovation and financial performance should broaden organizational learning capacity. In order to broaden organizational learning capacity; operations including system orientation, climate for learning orientation, knowledge acquisition and utilization orientation, information sharing and dissemination orientation should be developed. Organizational financial performance can also be expanded by developing exploratory and exploitative innovations. Thus, exploitative innovation should be carried out on a regular basis and exploratory innovation should be achieved independently

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