The Impact of Empowering Organizational Culture on Organizational Learning of Employees in East Azerbaijan Water and Wastewater Company

The purpose of this study was to investigate the impact of empowering organizational culture on the organizational learning of employees at the East Azerbaijan Water and Wastewater Company. This research is applied in terms of purpose and descriptive-survey in terms of methodology, utilizing a correlational approach. The statistical population consisted of all employees of the East Azerbaijan Water and Wastewater Company. Based on Cochran’s formula, 169 individuals were selected as the sample using simple random sampling. Data collection tools included the Spreitzer (1995) Empowering Organizational Culture Questionnaire and the Watkins and Marsick (1997) Organizational Learning Questionnaire. The validity of the instruments was confirmed through expert judgment and confirmatory factor analysis, and their reliability was verified using Cronbach’s alpha coefficient. Data were analyzed using descriptive and inferential statistics, including multiple regression. The results indicated that an empowering organizational culture has a significant positive impact on the employees’ organizational learning, and its dimensions—including competence, meaning, self-determination, and impact—are capable of predicting organizational learning. Furthermore, the results suggest that strengthening an empowering culture within the organization can facilitate greater employee participation in learning processes, knowledge sharing, and improved organizational performance. Therefore, management’s attention to creating an environment based on trust, participation, and employee empowerment can play a crucial role in developing organizational learning and enhancing organizational effectiveness.