Abstract
This study aims to analyze the strategic implications that the organizational culture has on organizational knowledge, learning, and innovation. It begins from the assumption that there is a direct and positive relationship between the organizational culture and knowledge, learning, and innovation in organizations. It also is assumed that organizational culture, knowledge, learning, and innovation play a receptive to sustainable organizational practices. The method used is the appreciative inquiry as a collaborative dialogue based on the question of what is the best of and what might be that aims to design and implement innovations in sustainable organizational arrangements and processes. The theoretical framework is based on organizational cultural cognitivism theory and the theory of socio-ecological intergradation. It is concluded that sustainable organizations practices require the creation and development of an organizational culture supportive of knowledge, learning, and innovation practices.
TopLiterature Review
The organizational stakeholders’ behaviors need to be properly developed in accordance with the organizational structure, knowledge management and the standardization of benefits (Holbrook & Hirschman, 1982) should be clear to the workforce to enabling the organization to maintain sustainable development and growth. Organizational development planning is supported by knowledge, learning and change mechanism. Ongoing evaluations aimed at providing confirmation of expectations need to focus more on long-term results of sustainability activities rather than on short term effects questioning action patterns that trigger developmental learning (Schein, 1996; Ellström, 2001). Organizational internal self-evaluation and applied formative development active evaluation is needed (Patton 1997, 104 106) as being user and improvement-oriented to be implemented for organizational sustainability development (Patton,1998, 225).
Key Terms in this Chapter
Innovation: Is to use knowledge to build a new one.
Knowledge Transfer: Knowledge transfer (TC) is the set of activities aimed at the dissemination of knowledge, experience and skills in order to facilitate the use, application and exploitation of knowledge and R&D capabilities of the university outside the scope academic by other institutions.
Organizational Culture: It is the set of beliefs, habits, values, attitudes and traditions of the members of a company.
Sustainable Organizational Development: Sustainable organizational development focuses on value creation, environmental management, environmentally friendly production systems and the formation of human capital, social responsibility is linked to transparency, dialogue with stakeholders and care for the environment and the social inclusion.
Strategy: It is the direction or orientation that is given to the internal resources of an organization depending on the demands of its environment and surroundings to develop a competitive advantage that allows it to survive, lead, etc.
Learning Organizations: Is one that facilitates learning for all its members, sharing information globally and undergoing continuous transformation in itself. The learning company changes the culture of the company, whatever its activity or structure.