Explorative team learning as a catalyst for innovation and performance: Evidence from Vietnam’s aviation sector
6 affiliations
- 1Hoa Sen University, Ho Chi Minh City, Vietnam.
- 2Tomas Bata University in Zlín, Zlín City, Czech Republic.
- 3School of Business, International University, Ho Chi Minh City, Vietnam.
- 4Vietnam National University, Ho Chi Minh City, Vietnam.
- 5Faculty of Economics, Ho Chi Minh City University of Technology and Engineering, Ho Chi Minh City, Vietnam.
- 6Ho Chi Minh City University of Economics and Finance, Ho Chi Minh City, Vietnam.
Abstract
In today’s dynamic service sectors, particularly aviation and tourism, innovation is a vital driver of performance. While leadership is known to foster innovation, the mechanisms by which leadership influences innovation outcomes through team learning remain underexplored. This study examines the impact of innovation leadership on team performance through team explorative learning, employee innovation, and team innovation, and further examines the moderating role of customer relationship management (CRM) practices in these relationships. Drawing on Social Exchange Theory and Social Learning Theory, innovation is conceptualized as a multi-level outcome shaped by leadership and team dynamics. Using Structural Equation Modelling on survey data from 430 employees and leaders in Vietnam’s aviation and tourism sector, the findings show that innovation leadership enhances team explorative learning, which in turn promotes employee and team innovation. These innovation outcomes subsequently enhance team performance, confirming their mediating roles in the relationship between team explorative learning and performance. Moreover, customer relationship management (CRM) practices moderate these relationships by strengthening the effect of team innovation on performance and attenuating the direct relationship between team explorative learning and team performance. In contrast, CRM practices had a limited moderating effect on the relationship between employee innovation and team performance. This study advances understanding of the indirect pathways through which leadership drives innovation and highlights CRM practices as a boundary condition. Practical implications for managing innovation in complex service environments are offered.
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BibTeX
@article{ly2026explorative,
title = {{Explorative team learning as a catalyst for innovation and performance: Evidence from Vietnam’s aviation sector}},
author = {Hanh Thi My Ly and Zuzana Tučková and Nhat Tan Pham and Thi Anh Van Nguyen and Hung Xuan Nguyen},
journal = {PLOS One},
year = {2026},
month = oct,
doi = {10.1371/journal.pone.0360402},
url = {https://doi.org/10.1371/journal.pone.0360402},
note = {CC BY},
}
RIS
TY - JOUR
TI - Explorative team learning as a catalyst for innovation and performance: Evidence from Vietnam’s aviation sector
AU - Hanh Thi My Ly
AU - Zuzana Tučková
AU - Nhat Tan Pham
AU - Thi Anh Van Nguyen
AU - Hung Xuan Nguyen
PY - 2026
DA - 2026/10/30
JO - PLOS One
DO - 10.1371/journal.pone.0360402
UR - https://doi.org/10.1371/journal.pone.0360402
AB - In today’s dynamic service sectors, particularly aviation and tourism, innovation is a vital driver of performance. While leadership is known to foster innovation, the mechanisms by which leadership influences innovation outcomes through team learning remain underexplored. This study examines the impact of innovation leadership on team performance through team explorative learning, employee innovation, and team innovation, and further examines the moderating role of customer relationship management (CRM) practices in these relationships. Drawing on Social Exchange Theory and Social Learning Theory, innovation is conceptualized as a multi-level outcome shaped by leadership and team dynamics. Using Structural Equation Modelling on survey data from 430 employees and leaders in Vietnam’s aviation and tourism sector, the findings show that innovation leadership enhances team explorative learning, which in turn promotes employee and team innovation. These innovation outcomes subsequently enhance team performance, confirming their mediating roles in the relationship between team explorative learning and performance. Moreover, customer relationship management (CRM) practices moderate these relationships by strengthening the effect of team innovation on performance and attenuating the direct relationship between team explorative learning and team performance. In contrast, CRM practices had a limited moderating effect on the relationship between employee innovation and team performance. This study advances understanding of the indirect pathways through which leadership drives innovation and highlights CRM practices as a boundary condition. Practical implications for managing innovation in complex service environments are offered.
SN - 1932-6203
ER -