LEAL RODRÍGUEZ, ANTONIO LUIS, ARIZA MONTES, JOSÉ ANTONIO, MORALES FERNÁNDEZ, EMILIO, Eldridge, Stephen
No
Proceedings Of The European Conference On Intellectual Capital
Proceedings Paper
Científica
01/01/2015
000359062600026
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.
organizational culture; cultural typologies; unlearning; innovation; partial least squares