Development of a conceptual model for organizational learning culture and innovation diffusion in construction

Abstract

Driven by vigorous competition and continuously escalating demands of clients in construction, innovation is increasingly important for enhancing performance of contractors and designers in design, planning and management of construction projects. Instead of intra-organization innovation, innovation in construction often diffuses across inter-organization boundaries. Influenced by various organizational learning and culture, innovation diffusion may be problematic. This paper aims to develop a conceptual framework of the relationships between organizational learning culture, learning and innovation diffusion in the construction industry via systematic review. Seven learning culture variables were identified, including creating opportunity, communication, collaboration and teamwork, knowledge sharing, collective vision, connection with the environment and leader support and reward system. There are six stages of innovation diffusion, namely acquisition, decision, assimilation, transformation, exploitation and confirmation. The resulted model provides preliminary support on the propositional relationship between organizational learning culture and innovation diffusion, and that this relationship can be mediated by organization learning. The model provides researchers and practitioners a foundation for further validations by empirical studies.