The Effect of Innovative Corporate Culture on Organizational Learning in Taiwan’s Computer Industry: The Mediating Effect of Connectivism Practices

Abstract

Technology has altered the way we learn and work in the digital age; hence this study hopes to help business leaders and corporations to recognize and be aware of the crucial role of these societal-changing technologies that link people to information. Culture influences organizational outcomes such as learning, which makes it imperative to study how organizational culture affects social software technologies to bring about efficient organizational learning. This study introduced a mediating variable called Practices of Connectivism, to further explore whether or not it will have a mediating effect on the relationship between innovative corporate culture and organizational learning. Quantitative survey questionnaires were sent to 301 companies in the computer industry across Taiwan, resulting in 80 valid responses. Hierarchical regression was used to test four study hypotheses. Hypotheses on the direct effects among the three study variables of Innovative Corporate Culture, Practices of Connectivism, and Organizational Learning were supported; however, findings of this study revealed that the mediating effect hypothesis of the study was only partially supported. Finally, some company demographic variables such as tenure and location were found to be related to all three major variables. These were not hypothesized in this research but can potentially produce interesting results in future research as to the reasons why companies in these specific demographics have higher motivation to innovate, learn and adopt new technologies formally.