Learning organizations in emerging economies: the effect of knowledge management on innovative culture in Chilean companies

Juan Acevedo*, Ivan Diaz-Molina*

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

7 Scopus citations


Purpose: This study aims to explore the impact of knowledge management (KM) on the development of an innovative culture in learning organizations from emerging economies. Design/methodology/approach: A quantitative study using a survey was carried out, achieving a pooled cross-sectional sample of 10,567 workers, made up of 69 larger Chilean companies. Findings: Results were analyzed using the exploratory factor analysis and multilevel regression analysis techniques. The findings provide insights into the positive and significant effect of KM – as acquisition, dissemination and responsiveness to knowledge – on innovative culture. Practical implications: The findings suggest that managers become more successful in their overall innovative efforts when implementing routines of knowledge or know-how practices that generate a learning culture characterized through discovery skills, creativity, empowerment and cooperation. Originality/value: This is an original study that introduces valuable information on learning organizations in emerging markets, contrasting to traditional literature and frequently focusing on developed countries. This study explains the cultural change in learning organizations through KM’s role, which offers routinization of learning practices to facilitate an innovative culture.

Original languageEnglish
Pages (from-to)37-54
Number of pages18
JournalLearning Organization
Issue number1
StatePublished - 23 Mar 2023

Bibliographical note

Publisher Copyright:
© 2022, Emerald Publishing Limited.


  • Cultural change
  • Innovation
  • Knowledge management
  • Learning culture
  • Learning organizations


Dive into the research topics of 'Learning organizations in emerging economies: the effect of knowledge management on innovative culture in Chilean companies'. Together they form a unique fingerprint.

Cite this