Effect of organisational culture and organisational learning on organisational innovation: an empirical investigation

Ali Rezaei, Sayyed Mohsen Allameh and Reza Ansari

International Journal of Productivity and Quality Management, 2018, vol. 23, issue 3, 307-327

Abstract: The purpose of this study was to evaluate the effect of organisational culture and organisational learning on organisational innovation in knowledge-based companies. Participants included top and middle managers of knowledge-based, start-up and industrial knowledge-based companies. The 133 questionnaires were analysed. This study used a correlational methodology by structural equations modelling in the form of partial least squares to test the measurement model and hypotheses. The results showed that adhocracy culture and clan culture had a positive effect on organisational learning, and market culture and hierarchy culture had a negative effect on organisational learning. Moreover, adhocracy culture and clan culture had a positive effect on technological and administrative innovation, while market culture and hierarchy culture were considered as a barrier to innovation. It was also found that organisational learning had a positive effect on technical and administrative innovations.

Keywords: adhocracy culture; hierarchy culture; market culture; clan culture; organisational learning; technological innovation; administrative innovation. (search for similar items in EconPapers)
Date: 2018
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Persistent link: https://EconPapers.repec.org/RePEc:ids:ijpqma:v:23:y:2018:i:3:p:307-327

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