Search Results (3)

This study investigates the internal antecedents of Strategic Learning Capability (SLC) within volatile business environments. Specifically, it explores the tripartite relationship between occupational subculture, the cognitive process of sensemaking, and the multi-dimensional facets of SLC (external focus, strategic dialogue, engagement, etc.). The research aims to bridge the empirical gap regarding how bottom-up subcultural values influence a firm’s capacity to pivot and execute new strategies. The research adopts a multi-dimensional framework of SLC, integrating theories of occupational context with sensemaking theory. By distinguishing between top-down organizational culture and bottom-up occupational subcultures, the study utilizes a conceptual (or empirical—adjust if you have specific data) model to examine how localized rules and practices within specific functions (e.g., R&D vs. Operations) lead to varied strategic outcomes through the generation of meaning. The paper proposes that sensemaking serves as a critical “bridge” or mediating mechanism that translates localized subcultural values into systemic innovative behaviors. While organizational culture sets the general tone, the findings suggest that the specific occupational environment determines the depth of strategic engagement and reflective responsiveness. The results indicate that SLC is not a monolithic construct but is lived and enacted differently across various occupational silos within the same firm. Unlike previous studies that focus on top-down leadership as the primary driver of culture, this research highlights the “bottom-up” influence of occupational subcultures on strategic agility. By introducing sensemaking as a pre-decisional activity that connects subcultural identity to Strategic Learning Capability, the study provides a more nuanced, multi-level understanding of organizational learning that accounts for internal diversity rather than assuming cultural homogeneity. Managers and OD practitioners are provided with a framework to identify subcultural barriers to learning. The study suggests that to enhance SLC, leaders must move beyond uniform cultural initiatives and instead facilitate sensemaking processes that align diverse occupational identities with the broader strategic vision. Full article

Safety culture is the result of values, attitudes, and perceptions of the members of an organization that prioritize safety over competing goals. Previous research has shown the impact that organizational aspects can have in safety performance. Under the prism of the theoretical approaches from the high reliability organizations theory (HROT), resilience engineering (RE), and conflicting objectives perspective, this study was aimed at describing the overall main safety culture traits of the Spanish nuclear power plants, as well as identifying particularities associated with subcultures. For this purpose, a statistical analysis of safety culture surveys and behavioral anchored rating scales (BARS), handed over to all the operating Spanish nuclear power plants, was carried out. Results reveal that safety is a recognized value that prevails over production, there is a high degree of standardization, power plants are better prepared to organize plans and strategies than to adapt and cope with the needs of a crisis, and there is a critical and fragmented perception about the processes of resources allocation. Findings also identify that sociodemographic aspects, such as work location and contractual relationship, seem to be shaping differentiated visions. Several safety implications linked to the results are discussed. Full article

Organizational culture determines the norms, values and behaviors of an organization, playing a key role in the safety of high-reliability organizations (HRO). Previous research has shown that differentiated subcultures can coexist within organizations, sharing some norms and values but not necessary everything From this perspective, this study was aimed at (1) describing the organizational culture of the Spanish nuclear industry and (2) determining the potential presence of organizational subcultures. To do that, a statistical analysis of organizational culture surveys (Organizational Culture Inventory^®, N = 5825) handed over to all organizations within the Spanish nuclear industry, was carried out. Results allow us to accurately characterize the industry’s organizational culture, which is made up of predominant “Constructive”-style behaviors together with “Defensive” normative patterns of the “Conventional”, “Dependent” and “Perfectionistic” styles. Indications about the existence of various subcultures associated to the nuclear organization type, the sociodemographic aspect and the organizational structure component were also found. Certain safety implications potentially linked to the existence of subcultures and to the industry’s organizational culture are discussed. Full article