| Título |
Understanding How Organizational Culture Typology Relates to Organizational Unlearning and Innovation Capabilities |
| Autores |
LEAL RODRÍGUEZ, ANTONIO LUIS, Eldridge S. , ARIZA MONTES, JOSÉ ANTONIO, MORALES FERNÁNDEZ, EMILIO |
| Publicación externa |
No |
| Medio |
Journal of the Knowledge Economy |
| Alcance |
Article |
| Naturaleza |
Científica |
| Cuartil SJR |
2 |
| Impacto SJR |
0.576 |
| Web |
https://www.scopus.com/inward/record.uri?eid=2-s2.0-85077216131&doi=10.1007%2fs13132-015-0344-6&partnerID=40&md5=50ff3a12922ab20add9d47770a14b74d |
| Fecha de publicacion |
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. |
| Palabras clave |
Cultural typologies; Innovation; Organizational culture; Partial least squares; Unlearning |
| Miembros de la Universidad Loyola |
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