Tittle: Learning and growth measures and organisational performance: a moderating role for managerial support in Ghana's strategic industries

This study examines how education and development strategies in Ghana contribute to measurable results in the oil, gas, and telecommunications sectors. Although these sectors invest heavily in training and innovation, they often face challenges in translating these efforts into tangible financial benefits. This study analyzed data from 240 practitioners using a blended methodology that combines partial differential equation modelling and thematic interviews to determine the impact of employee-oriented learning initiatives on return on assets and market share. The results show that systematic training and decentralized knowledge exchange significantly improve both indicators, while direct or moderating support from management is ineffective. The findings show how investment in human capital can be translated into quantifiable results in an organization and provide guidance for leaders working in a dynamic and innovative context. This study contributes to the literature by combining the balanced scorecard and dynamic capability theories to evaluate how learning mechanisms result in tangible performance effects. The incorporation of partial differential equation modelling provides a fresh quantitative perspective, and context is provided by thematic interviews. Industry insights show that decentralized learning networks are more effective in both innovation and financial returns than hierarchical counterparts. Such insights provide useful guidelines for policymakers and managers to invest in human capital that supports strategic market needs in volatile markets.