Roles of organizational learning culture in promoting innovation

Abstract

Purpose This study aims to evaluate the relationship between organizational learning (OL) culture (OLC) and innovation. This study also aims to determine the patterns by which the concepts of OLC/learning organization (LO)/OL and OL capability are interrelated and have an impact on innovation. Design/methodology/approach This study emphasized the analysis of 42 literature reviews, which contained the variables of OLC/LO/OL and innovation. Findings A holistic perception of OLC/LO/OL and its relationship with the constructs of innovation was provided. In this case, more reports emphasized the indirect correlation of OLC with innovation, through intervening variables. This indicated that OLC enabled innovation through several internal and external aspects, as well as balancing between flexibility and control in promoting OLC. As part of the OL process, information, acquisition, distribution, interpretation and dissemination were also consistently related to innovation, which escalated the company's ability in becoming an LO. This proved that a group of employees needs to share a similar belief in promoting work unit innovation, because of the importance of continuous formal and informal learning in a well-structured internal organization system. In this case, external factors need to be highly considered, including competitors and clients. Originality/value This study is among the earliest to review the literature about the relationship between OLC and innovation. This study also provides recommendations for enhancing OLC in promoting innovation.