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 are 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.
TopOrganizational Culture
Culture is the set of shared values, vision, assumptions, beliefs and norms, which govern organizational policies and people (Bandura, 2002). Organizational culture is a shared understanding and learned way of perceiving, thinking, and feeling about problems that are transmitted to members of the organization (Dicle and Okan, 2015). Organizational cultures structure, control and govern individual behaviors through values, rules, norms, and operating procedures.
Organizational cultural cognitivism theory sustains that the focus of learning, power, and control is the individual who promotes organizational culture and learning coherence (Tomasello, 2010; Thakker and Durrant, 2011). The theory of socio-ecological intergradation using a theory-building approach mimics natural ecosystems to contribute to the development of sustainable supply chain activities and practices. Socio-ecology intergradation gradually merges the social and ecological system to shift the focus from global to more regional and local supply chain connected operations.
The resource-based and the knowledge-based views supported by human resource practices, information technology capabilities, environment, and organizational culture are issues that have a direct effect on sustainable organizational performance. Human resource management and organizational culture are sources of competitive advantage that make valuable contributions to organizational sustainable development effectiveness. Human resources management practices are related to sustainable organizational development performance although the technology-based staff development may have not significant contributions.
Key Terms in this Chapter
Organizational Culture: It is the set of beliefs, habits, values, attitudes and traditions of the members of a company.
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.
Innovation: Is to use knowledge to build a new one.
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.
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.
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.