Title: Effect of organisational culture and organisational learning on organisational innovation: an empirical investigation

Authors: Ali Rezaei; Sayyed Mohsen Allameh; Reza Ansari

Addresses: Department of Management, Administrative Sciences and Economics Faculty, University of Isfahan, Isfahan, Iran ' Department of Management, Administrative Sciences and Economics Faculty, University of Isfahan, Isfahan, Iran ' Department of Management, Administrative Sciences and Economics Faculty, University of Isfahan, Isfahan, Iran

Abstract: The purpose of this study was to evaluate the effect of organisational culture and organisational learning on organisational innovation in knowledge-based companies. Participants included top and middle managers of knowledge-based, start-up and industrial knowledge-based companies. The 133 questionnaires were analysed. This study used a correlational methodology by structural equations modelling in the form of partial least squares to test the measurement model and hypotheses. The results showed that adhocracy culture and clan culture had a positive effect on organisational learning, and market culture and hierarchy culture had a negative effect on organisational learning. Moreover, adhocracy culture and clan culture had a positive effect on technological and administrative innovation, while market culture and hierarchy culture were considered as a barrier to innovation. It was also found that organisational learning had a positive effect on technical and administrative innovations.

Keywords: adhocracy culture; hierarchy culture; market culture; clan culture; organisational learning; technological innovation; administrative innovation.

DOI: 10.1504/IJPQM.2018.089803

International Journal of Productivity and Quality Management, 2018 Vol.23 No.3, pp.307 - 327

Received: 05 Sep 2016
Accepted: 26 Dec 2016

Published online: 23 Jan 2018 *

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