This study aimed to identify the relationship between organisational culture (OC) and organisational learning (OL), and explore the mediation role of OL on OC and performance in a Korean context. This study applied four cultural types, namely, clan, adhocracy, market, and hierarchy, to assess OC and used a 4I framework (intuiting, interpreting, integrating, and institutionalising) to measure OL. Data were collected on management groups working in listed private sector Korean companies, and 527 responses were analysed. To test nine hypotheses, model measurement and structural equation model analysis were conducted. The research found that clan and adhocracy cultures had strong positive relationships with OL, while market and hierarchy cultures showed no significant relationships with OL. OL activities were fully mediated between clan and adhocracy cultures and organisational performance. OL enhances organisational performance, and management needs to develop workplace learning tools accordingly, particularly in fostering clan and adhocracy cultures.
All Science Journal Classification (ASJC) codes
- Management Information Systems
- Business and International Management
- Library and Information Sciences
- Management of Technology and Innovation