{'fraction_non_alphanumeric': 0.010612244897959184, 'fraction_numerical': 0.0024489795918367346, 'mean_word_length': 6.475609756097561, 'pattern_counts': {'":': 0, '<': 0, '<?xml version=': 0, '>': 0, 'https://': 0, 'lorem ipsum': 0, 'www.': 0, 'xml': 0}, 'pii_count': 0, 'substrings_counts': 0, 'word_list_counts': {'cursed_substrings.json': 0, 'profanity_word_list.json': 0, 'sexual_word_list.json': 0, 'zh_pornsignals.json': 0}}
The effect of organisational learning on interorganisational collaborations in innovation: an empirical study in SMEs

ABSTRACT The collaboration between companies for the development of innovations requires not only sharing a series of resources, but also a clear orientation towards innovation that promotes organisational learning processes. This study develops a multidimensional model of how small and medium enterprises (SMEs) improve interoganizational collaborations as a consequence of their innovative culture that becomes an important instrument to promote organisational learning and innovation. Using data from 500 Spanish SMEs, the findings show that an innovative culture positively affects both interorganizational collaboration and organisational learning. Furthermore, the effect of external collaboration in innovation is mediated by organisational learning, suggesting the importance of acquiring, distributing and interpreting the new external knowledge by employees to ensure a successful development of innovations. The findings of the study provide practical insights into how companies should reinforce their external collaboration and internal knowledge management processes to generate innovations.