Culture for organizational learning in turbulent environments

Abstract

This paper sets out to answer the following: "What are the dimensions of organizational and national culture which support organizational learning for the efficient handling of turbulent situations?" Organizational learning processes which develop dynamic capabilities to meet the business environment changes and turbulences are taking place in the context of national, organizational and other environmental factors; summarized as cultures. The moderating effects of national, organizational and learning culture on organizational learning are explored in a literature review. Some results of an exploratory study about barriers to organizational learning are discussed as a possibility to integrate cultural aspects in SME management approach. Our goal is to contribute to a conscious balance between a focus on the inner world of a company and the external world. Research focuses on the creation of awareness, the operationalization of culture as a moderator, and techniques to embed this approach into business processes. This study shows the importance for managers to know that they are acting and managing in a certain cultural dimension, that currently managers are not often consciously aware of. Today, company values and their manifestations are frequently not respected as an important resource to handle turbulent situations. Knowledge about external and internal spheres of culture could be a success factor for SMEs.