Hi Rich,

I am writing on a PhD thesis with regards to similiar questions. What excactly are you looking for? I could help you out with some info. Best is to write me an email.

Djordje

Hello Djordje,

Thank you for the kind offer of assistance. It is nice to know that there are others seeking to understand the impact of orporate culture on innovation.

Per your request, 'my goal' is as follows:

Overall Goal:

Define what an organization and individuals must do/can do to nurture stakeholder behavior and grow an organization culture that supports innovation.

Objectives:

1. Develop and refine a tool that allows a company to:

 Assess and track its progress in developing a culture that enables Value Innovation.

 Assess and track its progress in defining stakeholder behavior that enables Value Innovation.

2. Define the “Top 10” characteristics of a culture that support Value Innovation listed in rank order.

3. Define the “Top 10” elements of stakeholder behavior that drive and nurture Value Innovation listed in rank order.

Please do not hesistate to contact me at my personal email: < [email protected] > to explore how my research topics might align with your own research. I would also greatly appreciate receiving copies of any relevant papers, or articles, etc. that address this issue, you might be aware of.

Rich

Hi Rich,

sorry for a late response; wanted to let you know, that I'm busy with some deadlines. But to begin with, I recommend you the following publications:

Hofstede, G. (1994): Management Scientists Are Human. Management Science, Vol. 40, No. 1, Focused Issue: Is Management Science International? (Jan., 1994), pp. 4-13

Jones M. L. (2007): Hofstede - Culturally questionable?. Oxford Business & Economics Conference, Oxford, UK, 24-26 June, 2007.

Lau,C.-M., Ngo,H.-Y. (2004): The HR system, organizational culture, and product innovation. International Business Review Volume 13, Issue 6, December 2004, Pages 685–703.

Talke (2007) shows that a corporate mindset which is analytical, proactive, and aggressive has a positive effect on the success of radical innovations:

Talke, K.:(2007): Corporate mindset of innovating firms: Influences on new product performance. Journal of Engineering and Technology Management, Volume 24, Issues 1–2, March–June 2007, Pages 76–91.

Waarts, E., Van Everdingen, Y. (2005): The Influence of National Culture on the Adoption Status of Innovations: An Empirical Study of Firms Across Europe. European Management Journal Volume 23, Issue 6, December 2005, Pages 601–610.

Tellis, G.J., Prabhu, J.C., Chandy, R.K. (2009): Radical Innovation Across Nations: The Preeminence of Corporate Culture. Journal of Marketing Vol. 73 (January 2009), 3–23.

Djordje

P.S. will write you an email as well.

the following books provide some good practical frameworks about innovation culture, processes, organization, and measurement:

Davila, T., Epstein, M.J., Shelton, R. (2006): Making Innovation Work - How to Manage It, Measure It, and Profit From It. Pearson Education, New Jersey, US

Trompenaars, F., Hampden-Turner, C. (2010) Riding The Waves of Innovation - Harness the Power of Global Culture to Drive Creativity and Growth. McGrawHill, New York, US

What is YOUR definition of innovation in this respect? The word regularly wins prices in international buzz-word-bingo contests, so be aware of what approach to innovation itself you chose....

I used the theory of innovation diffusion of Rogers, who explains the processes associated environment for innovation. In this regard in my graduate thesis, I developed a theory that would explains the behavior of people towards innovation and consistent with the processes described by others as the SURF Foundation, about the failure of processes aimed innvoacion people.

In this research could explain that to have a greater impact on the innovation process in an institution is perfect innovation to adapt to the type of people who are part of the social system, given that approximately 50% of people have difficulties to adopt innovations.

These books might also be inspring:

Managing Corporate Culture, Innovation, and Intrapreneurship by Howard W. Oden (1997)

and

Good to Great: Why Some Companies Make the Leap... and Others Don't by Jim Collins (2001)

First, I would like to thank those above for their comments and recommendations.. Along with a connection that was made with another researcher.

As the result of these and other papers, I will be making the recommendation that the team alter our focus to examine the point of transition from purely entrepreneurship to an entrepreneurial oriented professionally managed firm. Where a team of leaders becomes become responsible for spreading the corporate culture through: 1) Strategic vision, 2) organizational development, 3) Operations "not building," but rather getting things done, 4) Culture management.

The entrepreneur has a lot to say about the orginial development of the culture, but later on others need to come in and spread the culture. It is at this inflection point, (and possibly other inflection points) that we seek to understand the outcomes of organizational culture and a firm's innovativeness.

This book could also be helpful. I used it as a textbook in my classes for several years:

Foundations of Corporate Success, How Business Strategies Add Value, John Kay

I definitely recommend you a book called "How Breakthroughs Happen" by Andrew Hargadon

I also started with thiskind of question and I ended up researching motivation and the Self Determination Theory. They have a very organized material at http://www.selfdeterminationtheory.org/

Beyond the idea.  by Vijay Govindarajan and Chris Trimble. Excellent review about making innovation happen. Comiing up with ideas is the easy part, its getting them to become a reality that is hard. 

Dear Rich,

in our terminology, Innovation would be referred to as building of new organisational (core) competences 

We have mapped the process through which organizational culture impacts learning and organisational competences.

The Framework of Exploitation and Exploration (March 1991), has been translated into the vocabulary of competence-based strategic Management. 

Exploitation =  competence-leveraging 

Exploration = competence-development [Innovation]

Building on earlier Research (Freiling & Fichtner, 2010) which provided specific traits of different dimensions of corporate culture (causalities) the concept was explored through ethnography

There is a conference paper about a corporate culture attached. It contains an ethnographic Exploration of a corporate culture.

Best

Frithiof

Frithiof,

Thank you for sending along the paper.

Rich

Three recent references that could be useful for your research:

Creating a Culture of Innovation

AB Markman - Advances in Culturally-Aware Intelligent Systems and …, 2018 - Springer

https://link.springer.com/chapter/10.1007/978-3-319-67024-9_20

Country Culture and National Innovation

R Khan, P Cox - Archives of Business Research, 2017 - sseuk.org

http://www.sseuk.org/index.php/ABR/article/view/2768

The top managers'impact on opening the organizational culture to innovation

SC Sperber - International Journal of Innovation Management, 2017 - World Scientific

https://www.worldscientific.com/doi/abs/10.1142/S1363919617500141