Academy of Strategic Management Journal Volume 20, Special Issue 6, 2021 1 Strategic Management and Decision Process 1939-6104-20-S6-136 ORGANIZATIONAL LEARNING CAPABILITY THE MEDIATING BETWEEN NATIONAL CULTURE AND ORGANIZATIONAL INNOVATION: THE CASE OF INDONESIAN UNIVERSITIES IN GREATER JAKARTA Roy Pratikno, Universitas Pelita Harapan John Tampil Purba, Universitas Pelita Harapan Innocentius Bernarto, Universitas Pelita Harapan Niko Sudibjo, Universitas Pelita Harapan Rudy Pramono, Universitas Pelita Harapan ABSTRACT Organizational learning capability mediates between national culture and organizational innovation. Prior studies that examined the effect of national culture' dimensions on organizational innovation were varied, especially in the individualism/collectivism and masculinity/femininity dimensions. The data were collected from 164 department chairs of universities in greater Jakarta, which has an A accreditation, through an online survey. The result indicates that organizational learning capability fully mediates national culture and organizational innovation significantly. Keywords: National Culture, Organizational Innovation, Organizational Learning Capability INTRODUCTION The constant pressure due to technological advancement and changes in consumers' preferences have forced organizations to keep on learning and adapting to their operating environment. To change and improve for the better organization has to learn from its past performance, experts in the respective fields, or other people/similar organizations that excel and perform better. This learning process can be done individually as well as the organization as a whole. The learning process done by an organization as a total is called organizational learning, which gains its popularity in 1990 after Peter Senge published, the fifth discipline. To learn, an organization must make the environment within the organization conducive to learning. To be conducive, the organization and its management must have specific characteristics that facilitate organizational learning (Goh & Richards, 1997; Alegre & Chiva, 2008). In addition, several studies link organizational learning capability to company performance and innovativeness (Onağ et al., 2014; Gomes & Wojahn, 2017; Alegre & Chiva, 2008). Faculty members are knowledge workers who provide education, research, and community services. The university gives the faculty members the freedom to set their syllabus and modify it if necessary, using a teaching method that suits them best and applies new teaching technology. The faculty members also have the autonomy to work on their research interests and publish their work and actively involve in their academic community (Camps et al., 2011). In addition, the faculty members often collaborate with their colleagues inside and outside their organizations to create new knowledge through joint research and seminars (Azagra-Caro et al., 2008; Camps et al., 2011). These are to show that universities are indeed practicing the facilitating factors of organizational learning. The difference in one's national culture has been taken for granted for most of the study of