In search for the missing link: studying the interrelationship between organizational learning and organizational culture change. Issue 1 (8th October 2021)

• Record Type: Journal Article
• Authors: Wolf, Patricia; Verma, Surabhi; Kocher, Pierre-Yves; Bernhart, Maximilian Joseph; Meissner, Jens O.
• Is Part Of: Journal of organizational change management. Volume 35:Issue 1(2022)
• Page Start: 135
• Page End: 164
• Publication Date: 2021-10-08
• Subjects: Organizational culture -- Organizational learning -- Bibliometric analysis -- Qualitative literature review; Organizational change -- Periodicals; Organization -- Periodicals; Management -- Periodicals; 658.406
• DOI: 10.1108/JOCM-08-2020-0234
• Languages: English
• ISSNs: 0953-4814

Abstract

Abstract : Purpose: The interrelationship between organizational learning (OL) and organizational culture (OC) is often assumed at an abstract theoretical level, but there is yet no systematization of scholarly knowledge allowing to conceptualize and understand its precise nature. In this article, we therefore ask "How can we, based on the insights from the dispersed research studying OC and OL, conceptualize the interrelationship between the two concepts?" Our purpose is to create an overview on the past development path and the current status of research interrelating OL and OC, to use it as basis for the conceptualization of this interrelationship and to identify avenues for future research. Design/methodology/approach: This article utilized a systematic literature review methodology by combining bibliometric and content analysis using relevant articles identified from the Scopus database. A two-stage literature review research approach was employed: (1) Bibliometric analysis was used to identify 416 relevant contributions and to present a comprehensive contextual picture of the interrelations between OL and OC research by analyzing the 162 most relevant articles. (2) A subsequent qualitative content analysis of the 45 most relevant academic contributions detailed and solidified the insights. Findings: We identify four weakly linked thematic clusters on the interrelationship of OC and OL. Based on that, our analysis confirms the theorized bidirectional relationship between OC and OL: OC acts as antecedent, driver and result of OL processes, and OL processes are constrained by and alter OC. We moreover develop three propositions that put knowledge at the center of scholarly attention for understanding this interrelationship in more depth and develop avenues for future research. Practical implications: Our research has important implications for managers as it shows that mastering leadership challenges is central for the success of OL processes and OC change. We moreover specify the leadership challenges that relate to particular types of OL processes. Managers need to take this interrelationship into account when setting out for OL or OC change processes, and carefully reflect on whether or not the decided OL measures fit the given OC, and the other way round. Originality/value: Our contribution to existing research is threefold: It first lies in analytically mapping out the research field, second in conceptualizing the interrelationship between OC and OL and third in identifying open research questions and topics.