This study analyzes the relationship between organizational culture and eco-innovation in a sample of 130 hotels in Oaxaca, Mexico. A theoretical model is developed to link the compatibility of the four types of organizational culture defined in the Competing Values Framework (CVF) (hierarchy, clan, market, and adhocracy culture) to different modes of eco-innovation (radical-incremental and component-architectural). In order to test the hypotheses, regression and correlation analyses are conducted. Adhocracy culture and organization size are found to be significant in explaining the presence of eco-innovation. The implications of these results for firms tend towards the convenience of adopting an adhocracy culture, which facilitates the implementation of eco-innovation at different levels and potentiates both environmental and organizational results. (C) 2017 Elsevier Ltd. All rights reserved.
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