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Understanding how organizational culture typology relates to organizational unlearning and innovation capabilities

Research output: Contribution to Journal/Magazine › Journal article › peer-review

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Understanding how organizational culture typology relates to organizational unlearning and innovation capabilities. / Leal-Rodríguez, Antonio Luis; Eldridge, Stephen; Ariza-Montes, J. A. et al.
In: Journal of the Knowledge Economy, Vol. 10, 31.12.2019, p. 1497-1514.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Leal-Rodríguez, AL, Eldridge, S, Ariza-Montes, JA & Morales-Fernández, EJ 2019, 'Understanding how organizational culture typology relates to organizational unlearning and innovation capabilities', Journal of the Knowledge Economy, vol. 10, pp. 1497-1514. https://doi.org/10.1007/s13132-015-0344-6

APA

Leal-Rodríguez, A. L., Eldridge, S., Ariza-Montes, J. A., & Morales-Fernández, E. J. (2019). Understanding how organizational culture typology relates to organizational unlearning and innovation capabilities. Journal of the Knowledge Economy, 10, 1497-1514. https://doi.org/10.1007/s13132-015-0344-6

Vancouver

Leal-Rodríguez AL, Eldridge S, Ariza-Montes JA, Morales-Fernández EJ. Understanding how organizational culture typology relates to organizational unlearning and innovation capabilities. Journal of the Knowledge Economy. 2019 Dec 31;10:1497-1514. Epub 2015 Dec 23. doi: 10.1007/s13132-015-0344-6

Author

Leal-Rodríguez, Antonio Luis ; Eldridge, Stephen ; Ariza-Montes, J. A. et al. / Understanding how organizational culture typology relates to organizational unlearning and innovation capabilities. In: Journal of the Knowledge Economy. 2019 ; Vol. 10. pp. 1497-1514.

Bibtex

@article{003f58aca3d94af3bd39c97a7788df7f,
title = "Understanding how organizational culture typology relates to organizational unlearning and innovation capabilities",
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{\textquoteright}s culture on organizational unlearning and its innovation capabilities, a research model was developed that employs the Competing Values Framework (Cameron & Quinn, 1999). In this model, the influence of a firm{\textquoteright}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",
author = "Leal-Rodr{\'i}guez, {Antonio Luis} and Stephen Eldridge and Ariza-Montes, {J. A.} and Morales-Fern{\'a}ndez, {E. J.}",
note = "The final publication is available at Springer via http://dx.doi.org/10.1007/s13132-015-0344-6",
year = "2019",
month = dec,
day = "31",
doi = "10.1007/s13132-015-0344-6",
language = "English",
volume = "10",
pages = "1497--1514",
journal = "Journal of the Knowledge Economy",
issn = "1868-7865",
publisher = "Springer Verlag",

}

RIS

TY - JOUR

T1 - Understanding how organizational culture typology relates to organizational unlearning and innovation capabilities

AU - Leal-Rodríguez, Antonio Luis

AU - Eldridge, Stephen

AU - Ariza-Montes, J. A.

AU - Morales-Fernández, E. J.

N1 - The final publication is available at Springer via http://dx.doi.org/10.1007/s13132-015-0344-6

PY - 2019/12/31

Y1 - 2019/12/31

N2 - 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 & 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

AB - 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 & 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

KW - Organizational culture

KW - Cultural typologies

KW - Unlearning

KW - Innovation

KW - Partial least squares

U2 - 10.1007/s13132-015-0344-6

DO - 10.1007/s13132-015-0344-6

M3 - Journal article

VL - 10

SP - 1497

EP - 1514

JO - Journal of the Knowledge Economy

JF - Journal of the Knowledge Economy

SN - 1868-7865

ER -