Title Understanding How Organizational Culture Typology Relates to Organizational Unlearning and Innovation Capabilities
Authors LEAL RODRÍGUEZ, ANTONIO LUIS, Eldridge S., ARIZA MONTES, JOSÉ ANTONIO, MORALES FERNÁNDEZ, EMILIO, ARIZA MONTES, JOSÉ ANTONIO, MORALES FERNÁNDEZ, EMILIO, LEAL RODRÍGUEZ, ANTONIO LUIS
External publication No
Means J. Knowl. Econ.
Scope Article
Nature Científica
SJR Quartile 2
Area International
Web https://www.scopus.com/inward/record.uri?eid=2-s2.0-85077216131&doi=10.1007%2fs13132-015-0344-6&partnerID=40&md5=50ff3a12922ab20add9d47770a14b74d
Publication date 01/01/2019
ISI 000510844900010
Scopus Id 2-s2.0-85077216131
DOI 10.1007/s13132-015-0344-6
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 and 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. © 2015, Springer Science+Business Media New York.
Keywords Cultural typologies; Innovation; Organizational culture; Partial least squares; Unlearning
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