The Influence of Organizational Culture (Quinn Model) On Organizational Learning Ability; Case Study of Ghadir Investment Corporation

The subject of organizational learning has enticed so much attention lately and in this process numerous studies have also been conducted to highlight factors affecting its acquisition and/ or development. These findings have demonstrated the fact that the prevailing culture in any organization has considerable influence on the level of their learning ability and performance.
The main purpose in this paper is to investigate the overall influence of organizational culture on its learning performance, and then to measure the contribution of each type of culture to its learning level. Accordingly, four distinct culture types, namely; group culture, development culture, national culture and finally hierarchical culture were selected and applied in the course of this research.
This research is non-experimental in its nature and is based on correlation method to arrive at its conclusion. For gathering adequate information, we have used a combination technique including literature review, internet search, interview and questionnaires.
We used regression techniques for performing necessary statistical analysis and attaining reasonable conclusions. We have also, in the latter part, applied our finding to “Ghadir Corporation” to examine their implications in the real world.
This paper confirms our basic assumption and demonstrates that organizational culture has real influence on its learning performance. This study further indicates that the contributing effect of each of four selected culture types, can be ranked in the order of their importance as following: Group Culture, First; Development Culture, Second; Hierarchical Culture, Third and Rational Culture, Fourth.