The relationship between corporate culture, organizational learning and corporate entrepreneurship and a research

In this research, the direct effects of organizational learning and corporate culture on corporate entrepreneurship are examined; and corporate culture's moderator-effect on the the impact of organizational learning on corporate entrepreneurship is studied as well. For this purpose, data collected from 1203 managers of industrial businesses registered in ASO, ISO and EBSO were analyzed using survey techniques. Five dimensional measurement is conducted upon organizational learning at individual level, group level, organizational level, and feed-forward and feed-back learning. Then, corporate culture was measured within the scope of competitive values model in four types: clan, adocracy, market and hierarchy cultures. Finally, corporate entrepreneurship is measured in three dimensions: venturing, innovation and strategic renewal. Structural equation modeling (SEM) is used as the study method. SPSS (Statistical Package for Social Sciences) for Windows 25.0 and AMOS (Analysis of Moment Structures) 24.0 software programs were used to analyze the data obtained in the study. In the analysis, descriptive statistics are first calculated. Then, validity and reliability of the scales were tested using confirmatory factor analysis (CFA). As a result of CFA, it is concluded that organizational learning, corporate culture and corporate entrepreneurship scales are valid and reliable in Turkey. After the CFA process, in order to test the research hypotheses, a path analysis was made within the scope of the structural equation model. While performing the analysis, hypotheses were tested on the basis of sub-dimensions, and the results were interpreted. As a result of the path analysis, it has been determined that organizational learning dimensions have a positive and significant effect on venturing, whereas it has no significant effect on strategic renewal. It is concluded that learning dimensions at individual, group, organizational and feed-forward levels affect innovation in a positive way; whereas feed-back learning has an unsignificant effect. It is also determined that clan and market cultures have positive and meaningful effects on three dimensions of corporate entrepreneurship, that adocracy culture on venturing and innovation, and that hierarchy culture on venturing only. Furthermore, the regulatory effect analysis of path analysis suggest that following factors have a positive regulatory-roles; clan, market and hierarchy cultures' role on the impact of organizational-level learning on venturing; adocracy and market cultures' role on the impact of group-level learning on venturing; clan and adocracy cultures' role on the impact of feed-forward learning on strategic renewal. The study concludes with some suggestions for researchers by evaluating the results obtained.