Determining the impact of organisational culture on organisational learning. (19th November 2009)

• Record Type: Journal Article
• Authors: Lopez-Nicolas, Carolina
• Is Part Of: International journal of collaborative enterprise. Volume 1:Number 2(2009)
• Page Start: 208
• Page End: 223
• Publication Date: 2009-11-19
• Subjects: organisational learning -- knowledge creation -- organisational culture -- competing values -- Spain; 338.805
• Languages: English
• ISSNs: 1740-2085

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.