The culture of an organization sets the aura for innovation to either occur on a spontaneous or a continuous basis, and unfortunately culture can block innovation as well due to fear, ignorance, or personal interest. Organizations dealing with constant changes with digital technology or with unexpected disruption in the global economy highly welcome innovation in order to maintain stability and longevity. Organizations that are caught up in their own hubris or not addressing "the elephant in the room" sets a culture that is apathetic towards innovation. So, in order for innovation to be at it's best and embraced by the majority the organizational culture has to welcome it as part of its natural order in the workplace and working system.

I think successful innovation should be part of organizational culture and until culture does not align with concept of innovation, innovation never grow up and implement successfully.

In some cases, there can be opposition between innovativeness and organization. Some works when they are very prescribed prohibit workers from being innovative. Some examples in these papers:

Conference Paper Regulating the OSH impact on online platform economy (OSHA S...

Book Preview: Platformisation 2027

Book Modes and methods of production in France in 2040

Thank you all for your responses. My question, though, is a little different. Organizational innovativeness is different from innovation. It is broadly defined as an orientation/predisposition toward innovations and is recognized by many as an organizational capability that leads to innovation outcomes.

Hi,

Hope those two articles be helpful and related to your question:

Büschgens, T., Bausch, A. and Balkin, D.B. (2013), “Organizational culture and innovation: A meta-analytic review”, Journal of Product Innovation Management, Vol. 30 No. 4, pp. 763–781.

Tian, M., Deng, P., Zhang, Y. and Salmador, M.P. (2018), “How does culture influence innovation? A systematic literature review”, Management Decision, Vol. 56 No. 5, pp. 1088–1107.

Dear Somonnoy,

The culture of the organization largely determines the tendency to innovate. We can talk about the so-called a culture of innovation, management of which is associated with leadership and the understanding of leaders about its importance for the successful development of the company, the company's communication policy, organizational learning, knowledge management and relationships with key stakeholder groups. The innovation culture is directly linked to the organization's innovation strategies. You can read my article for a more detailed explanation "The Culture of Innovation Model" -

Article "The Culture of Innovation Model"

Regards,

Yanica

Dear Tahani & Yanica,

Many thanks for your responses. I sincerely appreciate.

Best regards

Sure it is feature among many other features which distinguish the innovative mindset of people in such innovative oriented culture.

Prof. Tareq

Organizational creativity and innovation are exponentially increased by cultural factors. 3M builds into their organization, for example, a cultural artifact wherein 25% of each employee's time is committed to innovation.

High Performance Work Systems emphasize creating the learning cultures that breed commitment, creativity, and innovation. See the following paper for a summary.

Caldwell, C., and Floyd, L. A., 2014. “High Performance Work Systems: Building Commitment to Increase Profitability.” Graziadio Business Review, Vol. 17, Iss. 3, found online at http://gbr.pepperdine.edu/2014/12/high-performance-work-systems/

CC

Yes, organizational innovativeness is part of organizational culture. Everything that is part of how to behave or ingrained in how you do things is part of the culture of that organization.

see e.g.:

Geert Hofstede, Gert Jan Hofstede and Michael Minkov. (210). Cultures and Organizations: Software of the Mind. New York: McGraw-Hill.

Trompenaars, F., Hampden-Turner, C. (1997) Riding the Waves of Culture. New York: McGraw-Hill.

Enrique Claver, et al. Organizational Culture for Innovation and new technological behavior. The Journal of High Technology Management Research. Volume 9, Issue 1, 1998, p 55-68. Article Organizational Culture for Innovation and New Technological Behavior

Dear Somonnoy Ghosh , organizational innovativeness is what I would call the 'innate' behavior of an organization to innovate. It is part of its behavioral DNA. Even if innovation doesn't take place, the structure, the incentives, the rituals are toward innovation. If innovation happens is not by accident but by behavioral efforts. In that case it is part of the culture. A component of culture are the rituals or 'innate' behavior of people, groups and organizations. Innovativeness of an organization can be seen as the rituals of that organization, its characteristics, its 'innate' behavior or disposition.

Innovation comes off a base of real process maturity and capability. Process maturity and capability requires a certain amount of discipline in terms of implementing, adhering and improving. If the organisation is not process driven, then the maturity and capability is found to be wanting.

Innovation is to build on the current baseline bringing onboard a variation of thinking and approach that allows better performance. Without efficiencies, quality management and customer responsiveness, innovation can be a bit difficult. The culture of process driven companies find it easier to innovate when compared to those with low maturity levels.

Culture is driven from the tone at the top. as part of strategy implementation, human capital is one of the highest forms of capital. But human factors are the very Bain of company challenges. It is people that create the culture as driven from the top. It is humans that drive the strategy. It is in that driving of the strategy and the ability to create a company that are process centric that capability and maturity is created. So culture is very important to innovation as an organisation.

Each of organizational innovativeness (OI) and organizational culture are two distinct constructs. Anyhow, you may use the second-order model (in SEM) which represents the hypothesis that these seemingly distinct, but related constructs.

Of course. Any innovation carries the touches of its owner and its culture. Precision. creativity. Flexibility. Complexity. Beauty. Power. The product is somehow cultural production

Dear Somonnoy

In general, Social culture determines organizational culture that in its turn largely determines all organizational activities. In my opinion you can study this issue by comparing between different cultures.

Best regards

Sugiero profundizar en innovación disruptiva

A quick intuitive answer will be - yes because OI contains sub dimensions such as creativity, risk taking and future orientation. A better answer depands on the scales you used to measure OI and OC. Share with us the items and get a better answer.

Consulte articulo de Michael E. Porter y Mark R. Kramer "Valor Compartido"

Enero 2011 Reimpresión R1101C-E

Harvard Business Review América Latina.

Sin duda, aunque no este planteada como tal, la Innovación define la mística de la organización y no lo contrario. Por lo tanto es necesario que se le permita integrarse como producto del perfil de quienes hacen parte de la organización, Busque innovadores, personas propositivas, inquietas y déjelas actuar.

Dear Sommonoy. You found that "the OC factors significantly predict the OI factors." This discovery was made in 1995 by R.Burton and B.Obel in "Strategic Organizational Diagnosis and Design" (1st edition).. Such elements of organizational culture as "resistance to change", "the level of scapegoating", "mutual trust" strongly affect innovativeness that in principle can be measured as an ability to implement (simultaneously) innovations in different functional areas with different degree of novelty (new for the firm, new for the industry, totally new etc.)

Dear Sommonoy, Igor is mistaken, already in 1961 Burns & Stalker's "The Management of Innovation" depicted high-trust innovation-prone culture called by them "organic," and ever since many authors (e.g., Dore 1973, Ouchi 1981; Semler 1993; Shapira 2012, 2017) further proved high-trust cultures are innovation-prone. Thus, OI and OC are not overlapping domains but integral facets of one and the same phenomenon, trust-based innovative organization.

"Each construct with its factors demonstrates convergent and discriminant validity. Is there any way I can statistically test if the two constructs are distinct?"

As you have defined the indicators that form each construct after the EFA and CFA, you can apply the Structural Equations Modeling (SEM) using the software smart PLS in order to test the hypothesis if OC influence OI.

The discriminant validity is already a way of measuring if the constructs are distinct. The Fornell and Larcker (1981) criterion is the reference for that. Basically, in the correlation matrix between the constructs, the values of the main diagonal (roots of the AVE) must be superior to the others (R²).

I recommend this paper of this technique:

STRUCTURAL EQUATION MODELING WITH THE SMARTPLS

(Ringle, Silva & Bido, 2014)

REMark – Revista Brasileira de Marketing

e-ISSN: 2177-5184

DOI: 10.5585/remark.v13i2.2717

Innovation is the result of a creative organizational culture

Companies that innovate where innovation is part of their culture. The directory prepares patents in these companies only

Organizational culture helps to achieve innovation. There is no innovation without an organizational culture that supports it.

The organizational culture can either support innovation or support maintenance of the status quo.

La Cultura organizacional puede incluir la innovación organizacional, si la innovación es una de las competencias de la organización, recordemos que la cultura organizacional es conjunto de creencias, comportamientos y valores que conforman una empresa, lo que distingue a la empresa por su actuar.

If a leader of company is a protagonist of innovatives , it will be a DNA of organization and its culture. Employees will be inspired and motivated to propose new decisions.

Organisational culture may be an element favourable to the development of innovative activity. It is extremely important to appropriately shape the pro-innovation organisational culture from the point of view of competitiveness of each company because innovation is often the element that determines the competitive position in the market.

Article Organizational Culture and Innovation: A Meta-Analytic Review

https://core.ac.uk/download/pdf/82051602.pdf

Article The importance of organizational culture for innovation in the company

http://www.ajbasweb.com/old/ajbas/2012/May/175-184.pdf

http://ijecm.co.uk/wp-content/uploads/2016/09/4911.pdf

Organization innovation is very close to organizational culture as it is an integrative part of organizational culture already depicted by various researchers. Please go through the literature in detail.