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

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.