Understanding How Organizational Culture Typology Relates to Organizational Unlearning and Innovation Capabilities
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 cap...
Gespeichert in:
| Veröffentlicht in: | Journal of the knowledge economy 2019-12, Vol.10 (4), p.1497-1514 |
|---|---|
| Hauptverfasser: | , , , |
| Format: | Artikel |
| Sprache: | eng |
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Tags: |
Tag hinzufügen
Keine Tags, Fügen Sie den ersten Tag hinzu!
|
| container_end_page | 1514 |
|---|---|
| container_issue | 4 |
| container_start_page | 1497 |
| container_title | Journal of the knowledge economy |
| container_volume | 10 |
| creator | Leal-Rodríguez, Antonio L. Eldridge, Stephen Ariza-Montes, José Antonio Morales-Fernández, Emilio J. |
| description | 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. |
| doi_str_mv | 10.1007/s13132-015-0344-6 |
| format | Article |
| fullrecord | <record><control><sourceid>proquest_cross</sourceid><recordid>TN_cdi_proquest_journals_2332062881</recordid><sourceformat>XML</sourceformat><sourcesystem>PC</sourcesystem><sourcerecordid>2332062881</sourcerecordid><originalsourceid>FETCH-LOGICAL-c392t-e214bd5a4912d5057287cb1c2147d4dc48c5054cc8c7db46982db10b6c6af16d3</originalsourceid><addsrcrecordid>eNp1kF9LwzAUxYMoOOY-gG8Bn6v51zR9lKJuMBjI9hzSJCsdNalJq8xPb2ZFQfC-3Mu95xwuPwCuMbrFCBV3EVNMSYZwniHKWMbPwAwLLrJCFPT8Z-b5JVjEeECpaEkxZjMQds7YEAflTOsauPTvcBMa5doPNbTeqQ5WYzeMwcLtsfedb47w2XZqsBEO_q905zqrgjsFpTy4cs6_fd1gpXpVt107tDZegYu96qJdfPc52D0-bKtltt48rar7daZpSYbMEsxqkytWYmJylBdEFLrGOq0Lw4xmQqct01rowtSMl4KYGqOaa672mBs6BzdTbh_862jjIA9-DOnPKAmlBHEiBE4qPKl08DEGu5d9aF9UOEqM5ImunOjKRFee6EqePGTyxKR1jQ2_yf-bPgHg436X</addsrcrecordid><sourcetype>Aggregation Database</sourcetype><iscdi>true</iscdi><recordtype>article</recordtype><pqid>2332062881</pqid></control><display><type>article</type><title>Understanding How Organizational Culture Typology Relates to Organizational Unlearning and Innovation Capabilities</title><source>SpringerLink Journals</source><creator>Leal-Rodríguez, Antonio L. ; Eldridge, Stephen ; Ariza-Montes, José Antonio ; Morales-Fernández, Emilio J.</creator><creatorcontrib>Leal-Rodríguez, Antonio L. ; Eldridge, Stephen ; Ariza-Montes, José Antonio ; Morales-Fernández, Emilio J.</creatorcontrib><description>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.</description><identifier>ISSN: 1868-7865</identifier><identifier>EISSN: 1868-7873</identifier><identifier>DOI: 10.1007/s13132-015-0344-6</identifier><language>eng</language><publisher>New York: Springer US</publisher><subject>Corporate culture ; Economic Policy ; Economics ; Economics and Finance ; Entrepreneurship ; Innovations ; R & D/Technology Policy</subject><ispartof>Journal of the knowledge economy, 2019-12, Vol.10 (4), p.1497-1514</ispartof><rights>Springer Science+Business Media New York 2015</rights><rights>Journal of the Knowledge Economy is a copyright of Springer, (2015). All Rights Reserved.</rights><lds50>peer_reviewed</lds50><oa>free_for_read</oa><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c392t-e214bd5a4912d5057287cb1c2147d4dc48c5054cc8c7db46982db10b6c6af16d3</citedby><cites>FETCH-LOGICAL-c392t-e214bd5a4912d5057287cb1c2147d4dc48c5054cc8c7db46982db10b6c6af16d3</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktopdf>$$Uhttps://link.springer.com/content/pdf/10.1007/s13132-015-0344-6$$EPDF$$P50$$Gspringer$$H</linktopdf><linktohtml>$$Uhttps://link.springer.com/10.1007/s13132-015-0344-6$$EHTML$$P50$$Gspringer$$H</linktohtml><link.rule.ids>314,776,780,27901,27902,41464,42533,51294</link.rule.ids></links><search><creatorcontrib>Leal-Rodríguez, Antonio L.</creatorcontrib><creatorcontrib>Eldridge, Stephen</creatorcontrib><creatorcontrib>Ariza-Montes, José Antonio</creatorcontrib><creatorcontrib>Morales-Fernández, Emilio J.</creatorcontrib><title>Understanding How Organizational Culture Typology Relates to Organizational Unlearning and Innovation Capabilities</title><title>Journal of the knowledge economy</title><addtitle>J Knowl Econ</addtitle><description>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.</description><subject>Corporate culture</subject><subject>Economic Policy</subject><subject>Economics</subject><subject>Economics and Finance</subject><subject>Entrepreneurship</subject><subject>Innovations</subject><subject>R & D/Technology Policy</subject><issn>1868-7865</issn><issn>1868-7873</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2019</creationdate><recordtype>article</recordtype><sourceid>BENPR</sourceid><recordid>eNp1kF9LwzAUxYMoOOY-gG8Bn6v51zR9lKJuMBjI9hzSJCsdNalJq8xPb2ZFQfC-3Mu95xwuPwCuMbrFCBV3EVNMSYZwniHKWMbPwAwLLrJCFPT8Z-b5JVjEeECpaEkxZjMQds7YEAflTOsauPTvcBMa5doPNbTeqQ5WYzeMwcLtsfedb47w2XZqsBEO_q905zqrgjsFpTy4cs6_fd1gpXpVt107tDZegYu96qJdfPc52D0-bKtltt48rar7daZpSYbMEsxqkytWYmJylBdEFLrGOq0Lw4xmQqct01rowtSMl4KYGqOaa672mBs6BzdTbh_862jjIA9-DOnPKAmlBHEiBE4qPKl08DEGu5d9aF9UOEqM5ImunOjKRFee6EqePGTyxKR1jQ2_yf-bPgHg436X</recordid><startdate>20191201</startdate><enddate>20191201</enddate><creator>Leal-Rodríguez, Antonio L.</creator><creator>Eldridge, Stephen</creator><creator>Ariza-Montes, José Antonio</creator><creator>Morales-Fernández, Emilio J.</creator><general>Springer US</general><general>Springer Nature B.V</general><scope>AAYXX</scope><scope>CITATION</scope><scope>3V.</scope><scope>7WY</scope><scope>7WZ</scope><scope>7XB</scope><scope>87Z</scope><scope>8FK</scope><scope>8FL</scope><scope>ABUWG</scope><scope>AFKRA</scope><scope>BENPR</scope><scope>BEZIV</scope><scope>CCPQU</scope><scope>DWQXO</scope><scope>FRNLG</scope><scope>F~G</scope><scope>K60</scope><scope>K6~</scope><scope>K8~</scope><scope>L.-</scope><scope>M0C</scope><scope>PQBIZ</scope><scope>PQBZA</scope><scope>PQEST</scope><scope>PQQKQ</scope><scope>PQUKI</scope><scope>Q9U</scope></search><sort><creationdate>20191201</creationdate><title>Understanding How Organizational Culture Typology Relates to Organizational Unlearning and Innovation Capabilities</title><author>Leal-Rodríguez, Antonio L. ; Eldridge, Stephen ; Ariza-Montes, José Antonio ; Morales-Fernández, Emilio J.</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c392t-e214bd5a4912d5057287cb1c2147d4dc48c5054cc8c7db46982db10b6c6af16d3</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2019</creationdate><topic>Corporate culture</topic><topic>Economic Policy</topic><topic>Economics</topic><topic>Economics and Finance</topic><topic>Entrepreneurship</topic><topic>Innovations</topic><topic>R & D/Technology Policy</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Leal-Rodríguez, Antonio L.</creatorcontrib><creatorcontrib>Eldridge, Stephen</creatorcontrib><creatorcontrib>Ariza-Montes, José Antonio</creatorcontrib><creatorcontrib>Morales-Fernández, Emilio J.</creatorcontrib><collection>CrossRef</collection><collection>ProQuest Central (Corporate)</collection><collection>ABI/INFORM Collection</collection><collection>ABI/INFORM Global (PDF only)</collection><collection>ProQuest Central (purchase pre-March 2016)</collection><collection>ABI/INFORM Global (Alumni Edition)</collection><collection>ProQuest Central (Alumni) (purchase pre-March 2016)</collection><collection>ABI/INFORM Collection (Alumni Edition)</collection><collection>ProQuest Central (Alumni Edition)</collection><collection>ProQuest Central UK/Ireland</collection><collection>ProQuest Central</collection><collection>Business Premium Collection</collection><collection>ProQuest One Community College</collection><collection>ProQuest Central Korea</collection><collection>Business Premium Collection (Alumni)</collection><collection>ABI/INFORM Global (Corporate)</collection><collection>ProQuest Business Collection (Alumni Edition)</collection><collection>ProQuest Business Collection</collection><collection>DELNET Management Collection</collection><collection>ABI/INFORM Professional Advanced</collection><collection>ABI/INFORM Global</collection><collection>ProQuest One Business</collection><collection>ProQuest One Business (Alumni)</collection><collection>ProQuest One Academic Eastern Edition (DO NOT USE)</collection><collection>ProQuest One Academic</collection><collection>ProQuest One Academic UKI Edition</collection><collection>ProQuest Central Basic</collection><jtitle>Journal of the knowledge economy</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Leal-Rodríguez, Antonio L.</au><au>Eldridge, Stephen</au><au>Ariza-Montes, José Antonio</au><au>Morales-Fernández, Emilio J.</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Understanding How Organizational Culture Typology Relates to Organizational Unlearning and Innovation Capabilities</atitle><jtitle>Journal of the knowledge economy</jtitle><stitle>J Knowl Econ</stitle><date>2019-12-01</date><risdate>2019</risdate><volume>10</volume><issue>4</issue><spage>1497</spage><epage>1514</epage><pages>1497-1514</pages><issn>1868-7865</issn><eissn>1868-7873</eissn><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.</abstract><cop>New York</cop><pub>Springer US</pub><doi>10.1007/s13132-015-0344-6</doi><tpages>18</tpages><oa>free_for_read</oa></addata></record> |
| fulltext | fulltext |
| identifier | ISSN: 1868-7865 |
| ispartof | Journal of the knowledge economy, 2019-12, Vol.10 (4), p.1497-1514 |
| issn | 1868-7865 1868-7873 |
| language | eng |
| recordid | cdi_proquest_journals_2332062881 |
| source | SpringerLink Journals |
| subjects | Corporate culture Economic Policy Economics Economics and Finance Entrepreneurship Innovations R & D/Technology Policy |
| title | Understanding How Organizational Culture Typology Relates to Organizational Unlearning and Innovation Capabilities |
| url | https://sfx.bib-bvb.de/sfx_tum?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-8&ctx_tim=2025-02-02T05%3A00%3A31IST&url_ver=Z39.88-2004&url_ctx_fmt=infofi/fmt:kev:mtx:ctx&rfr_id=info:sid/primo.exlibrisgroup.com:primo3-Article-proquest_cross&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=article&rft.atitle=Understanding%20How%20Organizational%20Culture%20Typology%20Relates%20to%20Organizational%20Unlearning%20and%20Innovation%20Capabilities&rft.jtitle=Journal%20of%20the%20knowledge%20economy&rft.au=Leal-Rodr%C3%ADguez,%20Antonio%20L.&rft.date=2019-12-01&rft.volume=10&rft.issue=4&rft.spage=1497&rft.epage=1514&rft.pages=1497-1514&rft.issn=1868-7865&rft.eissn=1868-7873&rft_id=info:doi/10.1007/s13132-015-0344-6&rft_dat=%3Cproquest_cross%3E2332062881%3C/proquest_cross%3E%3Curl%3E%3C/url%3E&disable_directlink=true&sfx.directlink=off&sfx.report_link=0&rft_id=info:oai/&rft_pqid=2332062881&rft_id=info:pmid/&rfr_iscdi=true |