Determining the impact of organisational culture on organisational learning
by Carolina Lopez-Nicolas
International Journal of Collaborative Enterprise (IJCENT), Vol. 1, No. 2, 2009

Abstract: This paper investigates the influence of organisational culture on organisational learning (OL). The focus is on knowledge creation, as an articulated construct for the OL concept, and SECI model (Nonaka and his colleagues) is used as a reference for knowledge creation. Here, organisational culture, encompassing the values, assumptions, expectations, collective memories and definitions present in an organisation, is based on the competing values framework (Cameron and Quinn, 1999). Four cultures are diagnosed: clan, adhocracy, hierarchy and market. Culture is perceived as an antecedent of knowledge creation. Empirical evidenced is collected from a sample of around 300 Spanish companies. Differences are found in the impact of the four types of organisational culture on the various processes for knowledge creation.

Online publication date: Wed, 18-Nov-2009

The full text of this article is only available to individual subscribers or to users at subscribing institutions.

 
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.

Pay per view:
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.

Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Collaborative Enterprise (IJCENT):
Login with your Inderscience username and password:

Username:        Password:          Forgotten your password?

Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.

If you still need assistance, please email subs@inderscience.com