Título The Effects of Organizational Culture Typologies on Unlearning and Innovation Capabilities
Autores LEAL RODRÍGUEZ, ANTONIO LUIS, ARIZA MONTES, JOSÉ ANTONIO, MORALES FERNÁNDEZ, EMILIO, Eldridge, Stephen, ARIZA MONTES, JOSÉ ANTONIO, MORALES FERNÁNDEZ, EMILIO, LEAL RODRÍGUEZ, ANTONIO LUIS
Publicación externa No
Medio Proceedings Of The European Conference On Intellectual Capital
Alcance Proceedings Paper
Naturaleza Científica
Ámbito Internacional
Fecha de publicacion 01/01/2015
ISI 000359062600026
Abstract Organizational unlearning and innovation mechanisms are becoming crucial factors in obtaining competitive advantage within the current business environment. Our research model employs the Competing Values Framework (Cameron & Quinn, 1999) to explore empirically the influence of an organization's own cultural typology on both unlearning and innovation. Furthermore, we assess the link between organizational unlearning and innovation outcomes. Our hypotheses were tested using a sample of 145 firms drawn from the Spanish automotive components manufacturing sector. The relationships between the constructs were assessed by using Partial Least Squares (PLS) path-modeling, a variance-based structural equation modeling technique. The results reveal that some types of culture such as Adhocracy are better oriented to innovation while others such as Market culture exert a more significant influence on unlearning. This suggests that certain cultural typologies are better matched to coping with the present turbulent situation than others.
Palabras clave organizational culture; cultural typologies; unlearning; innovation; partial least squares
Miembros de la Universidad Loyola

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