High-tech Enterprise Organization Learning and Employee Innovation Performance in China : The Parallel Mediating Role of Humble Leadership and Knowledge Sharing

How to improve employee innovation performance has become an important challengefaced by high-tech enterprises, and it is also a hot topic in the field of employee innovation researchand human resource management. Previous studies have proved that organizational learning is animportant situational variable that affects employee innovation performance, but the research on itsinfluence mechanism is insufficient. This study introduces humble leadership and knowledge sharinginto the research framework, aiming to explore the parallel mediating mechanism of organizationallearning's influence on employees' innovation performance. Based on the questionnaire survey dataof 483 employees of high-tech enterprises in beijing-tianjin-hebei region of China, spss23.0 andAmos23.0 were used for hypothesis testing. The results show that organizational learning, knowledgesharing and humble leadership are three important variables that affect the innovation performanceof employees in high-tech enterprises. Among them, organizational learning has a significant positiveimpact on employee innovation performance. Knowledge sharing and humble leadership play asignificant parallel mediating role between organizational learning and innovative performance ofemployees in high-tech enterprises. Therefore, it is suggested that government departments shouldincrease organizational learning and knowledge sharing in training for high-tech enterprises. In thetraining of high-tech enterprise leaders, the importance of humble leadership style and how to cultivatesuch training content should be added. At the same time, for the managers of high-tech enterprises,in order to improve the innovation performance of employees, they must actively advocate organizationallearning, improve the level of knowledge sharing, and use more humble leadership style.