LEAL RODRÍGUEZ, ANTONIO LUIS, Eldridge S. , ARIZA MONTES, JOSÉ ANTONIO, MORALES FERNÁNDEZ, EMILIO
No
J. Knowl. Econ.
Article
Científica
0.576
01/01/2019
000510844900010
2-s2.0-85077216131
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.
Cultural typologies; Innovation; Organizational culture; Partial least squares; Unlearning