Understanding how organizational culture typology relates to organizational unlearning and innovation capabilities

Leal-Rodríguez, Antonio Luis and Eldridge, Stephen and Ariza-Montes, J. A. and Morales-Fernández, E. J. (2015) Understanding how organizational culture typology relates to organizational unlearning and innovation capabilities. Journal of the Knowledge Economy. pp. 1-18. ISSN 1868-7865

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Abstract

This study focuses on the link between organizational unlearning and innovation capabilities and explores how this relationship might be managed within an innovative firm. In order to gain a clearer insight into to the influence of a firm’s culture on organizational unlearning and its innovation capabilities, a research model was developed that employs the Competing Values Framework (Cameron & Quinn, 1999). In this model, the influence of a firm’s cultural typology on unlearning and innovation is conceptualized and hypotheses are developed. The model was tested empirically using a sample of 145 firms drawn from the Spanish automotive components manufacturing sector and the relationships between the constructs were assessed using the partial least squares path-modeling approach. The results reveal that each distinct organizational culture exerts a different impact on the innovation and unlearning outcome variables. In particular, an adhocracy culture is associated closely with innovation capabilities while a market culture exerts a significant influence on organizational unlearning

Item Type:
Journal Article
Journal or Publication Title:
Journal of the Knowledge Economy
Additional Information:
The final publication is available at Springer via http://dx.doi.org/10.1007/s13132-015-0344-6
Uncontrolled Keywords:
/dk/atira/pure/subjectarea/aacsb/disciplinebasedresearch
Subjects:
ID Code:
77456
Deposited By:
Deposited On:
05 Jan 2016 10:02
Refereed?:
Yes
Published?:
Published
Last Modified:
20 Oct 2020 03:46