Understanding How Organizational Culture Typology Relates to Organizational Unlearning and Innovation Capabilities

Antonio L. Leal-Rodríguez (), Stephen Eldridge (), José Antonio Ariza-Montes () and Emilio J. Morales-Fernández ()
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Antonio L. Leal-Rodríguez: Universidad Loyola Andalucía
Stephen Eldridge: Lancaster University
José Antonio Ariza-Montes: Universidad Loyola Andalucía
Emilio J. Morales-Fernández: Universidad Loyola Andalucía

Journal of the Knowledge Economy, 2019, vol. 10, issue 4, No 10, 1497-1514

Abstract: 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.

Keywords: Organizational culture; Cultural typologies; Unlearning; Innovation; Partial least squares (search for similar items in EconPapers)
Date: 2019
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Citations: View citations in EconPapers (2)

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DOI: 10.1007/s13132-015-0344-6

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