Organizational learning culture's influence on job satisfaction, organizational commitment, and turnover intention among R&D professionals in Taiwan during an economic downturn

With new technology and workforce changes, a dynamic and innovative R&D environment is increasingly being required in a knowledge-based economy. HRD needs to have a better understanding of its practices in facing a variety of challenges for R&D professionals. This study investigated the relationship between organizational learning culture and job-related behaviors of job satisfaction, organizational commitment, and turnover intention. A total of 418 of 77 5 (53.9% response rate) R&D professionals in the high-tech industry in Taiwan participated and completed the survey, comprised of 71 questionnaire items related to these four constructs. Confirmatory factor analysis (CFA) was used to verify the construct validity of the instrument, while Cronbach's alphas confirmed its reliability. The data analyses used correlational analysis and structural equation modeling (SEM) to examine the research hypotheses and hypothesized model.;The results of the study indicated that R&D professionals' perceptions of a high level of organizational learning culture has a positive effect on job satisfaction and organizational commitment, and job satisfaction has a negative effect on turnover intention and a positive effect on organizational commitment. However, the results showed no significant relationship between organizational learning culture and turnover intention, or between organizational commitment and turnover intention. Further, the present study suggests that there is an indirect impact of organizational learning culture on turnover intention when job satisfaction or organizational commitment is considered as a mediator. Finally, the implications for HRD theory and practice are discussed, and limitations and the directions of future research are provided.