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In this research, data collected from 633 participants were used to assess the influence of learning culture on the perceived knowledge conversion process in Korean for profit organizations. The seven dimensions of the learning organization (Watkins and Marsick 1993 Watkins, K. E. and Marsick, V. J. 1993. Sculpting the learning organization: Lessons in the art and science of systemic change, San Francisco, CA: Jossey-Bass. [Google Scholar], 1996 Watkins, K. E. and Marsick, V. J. 1996. In action: Creating the learning organization, Alexandria, VA: American Society for Training and Development. [Google Scholar]) served as exogenous variables; four modes of the knowledge conversion SECI theory – socialization, externalization, combination, and internalization – were endogenous variables (Nonaka and Takeuchi 1995 Nonaka, I. and Takeuchi, H. 1995. The knowledge creating company: How Japanese companies create the dynamic of innovation, New York: Oxford University Press. [Google Scholar]). Structural equation modelling (SEM) was used to measure the influential relationships among the four modes of the knowledge conversion process and the impact of cultural aspects of learning organization on the overall process. Supplemental analysis techniques were utilized, including confirmatory factor analysis (CFA) for construct validation and canonical correlation analysis (CCA) for the relationship among the sets of each variable. Results confirmed the positive influence of the learning organization culture on the overall process of knowledge conversion. The most powerful direct impacts of learning culture were found in the knowledge combination and socialization modes.
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