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

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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)

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.

Suggested Citation

  • Antonio L. Leal-Rodríguez & Stephen Eldridge & José Antonio Ariza-Montes & Emilio J. Morales-Fernández, 2019. "Understanding How Organizational Culture Typology Relates to Organizational Unlearning and Innovation Capabilities," Journal of the Knowledge Economy, Springer;Portland International Center for Management of Engineering and Technology (PICMET), vol. 10(4), pages 1497-1514, December.
    • Handle: RePEc:spr:jknowl:v:10:y:2019:i:4:d:10.1007_s13132-015-0344-6
    DOI: 10.1007/s13132-015-0344-6
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    References listed on IDEAS

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