The Organizational Culture as a Support of Innovation Processes (original) (raw)
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THE IMPORTANCE Of ORGANIZATIONAl CUlTURE fOR INNOVATION IN THE COMPANY
The relationship of organizational culture and innovation has been subject to different research over the last years. The multitude of cultural variables under investigation has led to a fragmented concept of culture for innovation. Further, managerial practice requires an underlying structure in order to decide what culture should be implemented in order to innovate and to assess if a specific culture is an effective and efficient coordination instrument. The purpose of this article is to identify the elements of organizational culture in companies implementing innovation and to attempt to present its model. The paper presents the findings of the research conducted in Polish companies operating in the Province of Silesia.
ORGANIZATIONAL CULTURE AND ITS INFLUENCE ON INNOVATION MANAGEMENT
III INTERNATIONAL SCIENTIFIC CONFERENCE OF YOUNG RESEARCHERS, 2021
The aim of this study is to examine the relationship between innovation and culture, which is considered one of the most important sources of competitive advantage. For this purpose, the concepts of culture, organizational culture and innovation have been defined and the relationship between them has been revealed. The characteristics of innovation culture, which is a concept arising from the relationship between them, have been determined by examining both the studies directly related to the innovation culture and the studies that investigate the relationship between the organizational culture and innovation. Accordingly, it has been determined that the innovation culture has various characteristics such as organizational learning, participatory decision making, taking risks, accepting uncertainty, customer focus, independence, team and group work, learning from failure, organizational trust.
The Impact of Organizational Culture for Company's Innovation Strategy
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The resource-based view recognizes present organizational culture as a key component to its success or failure. It has a direct impact on the innovation strategy of organizations and therefore should be treated as a determinant of the organisation's future. Presently companies should naturally strive to make efforts aiming at the creation of such organizational cultures which would affirm knowledge – cultures characteristic for organisations based on knowledge, that foster engagement of employees, building trust and sharing knowledge. They are most often convergent and mutually complementary and described as: lean culture, learning organization culture, information culture, group-development culture. One type of the organizational cultures indicated as optimal for operating in knowledge-based economy is the quality culture. Concentration on quality is currently a sine qua non-condition for the survival and development of modern organization and at the same time, one of the main ...
Organizational Culture and Corporate Innovation
African Research Review, 2013
This paper examines corporate innovation with a view to determine its relationship with organizational culture. A critical review of extant literature suggests clearly that innovation matters and it is important for achieving competitive advantage in a highly competitive market. But in achieving corporate innovation, organizational culture plays a very significant role because innovation requires very different business conditions, skills, structures and processes. Previous studies have shown that corporate innovation is influenced either positively or negatively by organizational culture. While some constructs of organizational culture serve as impediments to corporate innovation, others serve as support to corporate innovation. It is therefore Copyright© IAARR 2013: www.afrrevjo.net 50 Indexed African Journals Online: www.ajol.info recommended that for corporate innovation to strive, managers should be extremely careful in keeping the right mix of cultural traits.
Organizational culture and innovation culture: exploring the relationships between constructs
Leadership & Organization …, 2012
Purpose -The purpose of this paper is to examine the influence of organizational culture (OC) on the building blocks of innovation culture (IC) in Iranian auto companies. Design/methodology -In total, a sample of six large auto companies were examined and 245 questionnaires completed by employees. A conceptual model was developed and the hypotheses analyzed by using exploratory factor analysis and then the direct and indirect effects of constructs were analyzed by path analysis technique. Findings -Findings suggest that the constructs of OC correlate with those of IC. These correlations are all positive except for the relations between consistency and organizational learning, as well as of that between consistency and creativity and improvement. Practical implications -First, this paper has checked the validity of both questionnaires in an Iranian context so that they could be used with more confidence. Second, innovation can flow in the organizations when organizational culture supports it. This research specified those elements which can help managers and executives find the aspects of OC which can increase IC. Originality/value -The paper serves as a reference for fostering an IC in auto companies. Paying attention to different aspects of OC can have a positive effect on making innovation pervasive in organizations. This research was done for the first time in an Asian context and is literally unprecedented in Iran.
The importance of culture for fostering innovation
18th International Conference on Enterprise Systems, Accounting, Logistics & Management (ICESALM), 2024
Culture can play an important role in the success of an organization. From the shared values, and the type of communication channels to the recognition that a company gives to their employees everything matters. However, studies also suggest that fostering an environment that can take into consideration characteristics like open communication and the team structure can help to achieve innovation in the company. Thus, our main goal with this short paper is to analyze through studies and the latest literature, the impact organizational culture has on innovation. In addition, we are going to examine the characteristics of currently available tools that can measure the culture of innovation.
Organizational Culture and Organizational Innovation
2011
The main purpose of this article was to explore how organizational culture can affect organizational innovation in Cultural Institutions of Moghan (CIP). To do this, the research has mainly focused on the one of important factor and the roles of other organizational factor such as external environment of the organization were not dealt with. The study has used correlation and descriptive-analytic methodologies. The statistical population included the employees (Experts) who were working at Cultural Institutions of Moghan in Iran. Based on a regional classification of M into three cities were randomly selected. Then, the affordable number of samples (the expert employees) was randomly selected in terms of frequency of employees at the CIPs. The estimated size samples were 252, when the Cochran formulas of calculating size samples were used. The results show that there is a relationship between organizational culture as independent variable and organizational innovation as dependent v...
Elements of Organizational Culture That Encourage Innovation Development
Revista de Administração FACES Journal, 2020
This study aims at analyzing the elements of organizational culture that foster innovation development in the Brazilian textile industry. Based on the Martins and Martins (2002) theoretical framework, an exploratory and quantitative survey was developed with primary data obtained from a survey applied to 587 employees of different organizational levels of 64 textile firms, using the following dimensions of culture: strategy, structure, support mechanisms, behaviors that stimulate innovation and communication. The multivariate treatment of data was performed using exploratory factor analysis. The results pointed to a model of analysis that empirically regroups and validates the determinants of innovation in three dimensions: strategy, stimulus to innovation and communication, avoiding the overlapping of items, an aspect criticized by several authors. The implications of research can allow managers to determine how organizational culture can better promote innovation, a key issue in highly competitive environments.
Organizational Culture and Innovation: A Meta-Analytic Review
Journal of Product Innovation Management, 2013
The relationship of organizational culture and innovation has been subject to extensive research over the last decades. The multitude of cultural variables under investigation has led to a fragmented concept of culture for innovation, and an inclusion into management theory is still missing. Further, managerial practice requires an underlying structure in order to decide what culture should be implemented in order to foster innovation, and to assess if a specific culture is an effective and efficient coordination instrument. Hence, a framework is needed which allows classification of cultural values without residuals, to draw expedient comparisons with reference to the criteria by which they are grouped, and to assess their relationship with organizational innovation. This meta-analysis, which comprises 43 studies with a combined sample size of 6341 organizations, reveals that Quinn and Rohrbaugh's Competing Values Framework provides a meaningful structure for the ideational aspects of organizational culture. The Competing Values Framework describes value systems based on two main dimensions. Those two pairs of opposing values are flexibility versus control and internal versus external orientation. The analysis shows that the congruence of different cultures with organizational goals of innovation can be described based on that framework. Control theory is used to explain the relationship of organizational culture and innovation. While culture describes the ideational aspects of organizational values, clan control describes their coordinative effect. Managers may choose different clan control strategies according to the Competing Values Framework. They will most likely follow the strategy that provides a high level of congruence between the goals of management and the goals of their organization's social system. Individuals that have internalized the organizational values apply them as a form of self-control. Those values will also be applied in groups, such as product development teams. While development teams may be formed and disbanded with certain projects and individuals may leave the company, the organization forms the steady frame of those activities. The cumulative data confirms the hypothesis that managers of innovative organizations most likely implement a developmental culture, which emphasizes an external and a flexibility orientation. Yet also group and rational cultures are to a certain extent consistent with the goals of an innovative organization and may thus be appropriate social control strategies. Hierarchical cultures emphasize control and an internal orientation and are less likely to be found in innovative organizations. A moderator analysis of the culture-innovation relationship revealed that it is not influenced by the differentiation between radical and incremental innovation, and only weak evidence exists for an influence of innovation adoption versus innovation generation. A potential reason is that those organizations that are geared toward innovation will pursue it consequently, without differentiating between different kinds of innovation. Therefore, managers that follow a (radical) innovation strategy should establish a developmental culture in their organization. If innovation rather represents a minor aspect of the firm's long-term objectives, the efficiency-oriented rational culture or a group culture may also be the right choice.
Organizational culture is very important factor for any kind of changes in the organization or for organizational change. It is not compulsory that whatever the changes taken place in the organization involves innovation, but all organizational innovation involves change. Lots of research shows the relationship between organizational culture and organization innovation but there are very few empirical studies which show the impactor effects of organizational culture on innovation. The following review of related literature includes a discussion of 1) organizational