| 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 |
| External publication |
No |
| Means |
J. Knowl. Econ. |
| Scope |
Article |
| Nature |
Científica |
| SJR Quartile |
2 |
| SJR Impact |
0.57600 |
| 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 firms 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 firms 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 |
| Universidad Loyola members |
|
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