While many studies have investigated the role of learning orientation on a firm’s performance in SMEs and large enterprises, the literature provides little empirical evidence about the effect of learning orientation on innovation within small firms. Using data from 87 small service and manufacturers in Tehran, several hypotheses have been formulated and tested. The findings not only verify aspects of prior research, but also provide a new insight by exploring the impact of three components of learning upon innovation and its subsequent effect the performance of the Small firms. While support for some hypotheses was found, these results need to be evaluated in light of the limitations, which provide appropriate areas for further research.

In the world of today, most of countries attempt to improve their productivity and economic status by concentrating on innovation. Organizations have considered factors affecting innovation and have achieved enormous competitive advantages. The aim of this research is to investigate the influence of ORGANIZATIONAL climate in terms of seven dimensions of cohesiveness, autonomy, challenge, resources, openness to innovation, encouragement and supervision on process INNOVATIVENESS. Data has been collected by random sampling in Khodro car Lizing company as a subdivision of Iran Khodro Industrial Group. The validity of the conceptual models of each dimension of climate and process INNOVATIVENESS has been assessed by confirmatory factor analysis (CFA). Results imply the validity of causal relationship between components and the latent variable except for the cohesiveness dimension. Finally, the hypotheses of research have been examined by structural equation modeling (SEM). Findings imply that challenge, resources, openness to innovation, and supervision influence process INNOVATIVENESS. Supervision has the highest influence and openness to innovation has negative influence on INNOVATIVENESS, while in prioritizing the factors by the Vikor technique, openness to innovation has the first rank.

Today, recent evidence indicates that trust leads to INNOVATIVENESS in organizations. However, so far few steps have been taken to support the claim, especially in the service sector organizations. Thus this study tries to analyze the effects of ORGANIZATIONAL trust on ORGANIZATIONAL INNOVATIVENESS, particularly in the service sector. Statistical population of the research is all the employees of a great private bank in Shiraz with a sample of 164 selected employees. Measuring ORGANIZATIONAL trust was done based on three ORGANIZATIONAL trust dimensions of Ellonen et al, i.e. vertical, horizontal and institutional trust. Meanwhile, Wang and Ahmed questionnaire was adjusted to measure the ORGANIZATIONAL INNOVATIVENESS in the service sector. The results showed that the impersonal trust, namely institutional trust, plays the most effective roles in creating ORGANIZATIONAL INNOVATIVENESS in the service sector.

The breakneck pace of technological changes faces industries and organizations with new challanges. Not being able to be aligned with changing environmental conditions, takes the organization away from the path of competition. So this research aims at presenting an ORGANIZATIONAL innovative model according to the degree of ORGANIZATIONAL readiness in banking system of Sepah Bank in East Azarbaijan province. The current study is based on the history of qualitative research and theme analysis is used for analysis of obtained data. Statistical community of current study are published articles in indexed magazins of 3 internal bases and 3 international information bases. Research findings indicates that ORGANIZATIONAL innovation based on the degree of ORGANIZATIONAL readiness in banking industry, are gained in universal contents and 23 ORGANIZATIONAL culture sponsor (team work, ORGANIZATIONAL variety, continuous improvement culture; ORGANIZATIONAL structure (ORGANIZATIONAL complexity, lack of ORGANIZATIONAL concentration, ORGANIZATIONAL connection); knowledge management (knowledge and skill of personnel and sharing organization information); empowerment (personnel efficacy, personnel training, personnel independence, personnel motivation); strategic thinking ( thinking about time, concentrate on the goal, environmental analysis, smart opportunism); ORGANIZATIONAL capacity (research and develop, technology resources of organization, ORGANIZATIONAL capital and human capital management); ORGANIZATIONAL atmosphere (work environment of organization, trust of organization, ORGANIZATIONAL leadership and support). Contribution of this research is developing an integrated preparedness framework for ORGANIZATIONAL INNOVATIVENESS that presents offers to managers