The effects of organizational ambidexterity and justice on organizational learning from the perception of organizational support

In this study, the relationship between organizational justice and organizational ambidexterity with organizational learning is examined in detail with the effects of employees' perception of organizational justice. Purpose of the research is to evaluate the effect of organizational justice on organizational learning strategies of employees in the cause-effect relationship and measure the effect of perceived organizational support and bi-directionality on organizational learning. The research is based on organizational justice, organizational ambidexterity, perceived organizational support and organizational learning scales. All these analyzes have been carried out with a comprehensive research on 645 family businesses operating in the service sector in Istanbul and have been studied with Structural Equation Model in practice. As a results of the research; It was seen that the organization's ambidexterity ability and the concept of justice in the organization had a indirect and positive effect on the perception of organizational support. As an additional finding, organizational justice was found to have a low impact (b=0.206) on organizational learning. According to the findings of the study, although the organizational justice variable had an effect on the perception of justice, another detail was not found to have any effect on the organizational learning. Similarly, the effect of organizational justice on organizational learning was found to be very limited.