How Corporate Culture Influences the Innovation Capacity Development: An Empirical Study of HRD and Learning Cultures

Abstract

The article postulates the thesis that reciprocal adjustment between self-organization and external organization and their connection with the different phases of competence development (demand analysis, preparation, realization, transfer and evaluation) offers enormous potential for improvement. Theoretical approaches examine questions such as the characteristics of learning cultures and the extent to which they influence job-related competence development, as well as the relationship between corporate cultures and learning cultures in addition to opportunities and constraints in the configuration of these two aspects. The results of the empirical study reveal that large enterprises emphasize the central role of HRD for the innovation capacity of an organization more than do small- and medium-sized enterprises (SME). In order to ensure the desired effects in the competence develop-ment's point of view, it is of vital importance that the self-regulation competence of organizational members is developed. The implications of this research are also extensively discussed.