Organizational Learning Culture, Innovative Culture and Innovations in South Korean Firms

Expert Systems with Applications, 2010

Posted: 29 Mar 2010 Last revised: 13 Apr 2016

See all articles by Miha Škerlavaj

Miha Škerlavaj

BI Norwegian Business School, Department of Leadership and Organisational Behaviour; University of Ljubljana - Faculty of Economics, Department of Management and Organization

Ji Hoon Song

Pennsylvania State University

Youngmin Lee

affiliation not provided to SSRN

Date Written: March 24, 2010

Abstract

The aim of this paper is to present and test a model of innovativeness improvement based on the impact of organizational learning culture. The concept of organizational learning culture (OLC) is presented and defined as a set of norms and values about the functioning of an organization. They should support systematic, in-depth approaches aimed at achieving higher-level organizational learning. The elements of an organizational learning process that we use are information acquisition, information interpretation, and behavioral and cognitive changes. Within the competing values framework OLC covers some aspects of all four different types of cultures: group, developmental, hierarchical, and rational. Constructs comprising innovativeness are innovative culture and innovations, which are made of technical (product and service) and administrative (process) innovations. We use data from 201 Korean companies employing more than 50 people. The impact of OLC on innovations empirically tested via structural equation modeling (SEM). The results show that OLC has a very strong positive direct effect on innovations as well as moderate positive indirect impact via innovative culture.

Keywords: organizational learning, innovation, innovative culture, structural equation modelling, South Korea

Suggested Citation

Skerlavaj, Miha and Song, Ji Hoon and Lee, Youngmin, Organizational Learning Culture, Innovative Culture and Innovations in South Korean Firms (March 24, 2010). Expert Systems with Applications, 2010. Available at SSRN: https://ssrn.com/abstract=1577734

Miha Skerlavaj (Contact Author)

BI Norwegian Business School, Department of Leadership and Organisational Behaviour ( email )

Nydalsveien 37
Oslo, 0442
Norway

HOME PAGE: http://www.bi.edu

University of Ljubljana - Faculty of Economics, Department of Management and Organization ( email )

Kardeljeva ploscad 17
Ljubljana, 1000
Slovenia

HOME PAGE: http://www.ef.uni-lj.si/en

Ji Hoon Song

Pennsylvania State University ( email )

University Park
State College, PA 16802
United States

Youngmin Lee

affiliation not provided to SSRN

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