Impacto de la cultura organizacional sobre la innovación de las pymes: un estudio empírico en el Distrito Metropolitano de Quito

Abstract

The purpose of this study is to examine empirically and quantitatively the degree of relationship between organizational culture and innovation. A study was conducted with 260 people occupying operational and administrative positions in smes in the Metropolitan District of Quito. The study examined the kind of organizational culture through the methodology proposed by Cameron and Quinn, based on the model Competing Value Framework, which allows it to identify and classify businesses by the type of dominant culture they have. The results show that the types of culture that impact favorably on innovation are the clan, market and adhocracy culture type, however, a very hierarchical culture has a low correlation. These results highlight the importance of organizational culture, and reinforce the idea that leadership generates performance improvement and organizational innovation.

Innovation and Organizational Culture in South American Companies in the Last Decade

“…Naranjo & Calderón (2015) analyzed the links between corporate culture, innovation, and performance in Spanish firms, where it was found that organizational culture can foster innovation and performance or be a barrier for them based on the company's values. Unlike Aroca et al (2018) and Alvarado & Pumisacho (2015), an adhocratic culture best predicted innovation and performance. Limas (2020) found that Colombian business managers point out that innovation is fundamental for sustainability and strengthening business.…”

“…It is recommended to encourage innovation through generating and selecting ideas, even more when there are no resources for implementing new technologies. Alvarado & Pumisacho (2015) encountered that the organizational culture that favors innovation is that of the clan, market, and adhocratic type, while the hierarchical one is not so much. The first is defined as friendly, the market as competitive, adhocratic as dynamic, and the hierarchical as structured.…”

“…In this sense, it is necessary to conceptualize innovation. It combines current technology and discoveries to generate new goods, services, processes, or systems and improve existing ones (Alvarado & Pumisacho, 2015). Consequently, organizations resort to innovation to improve or maintain their position while generating competitive advantages (Alvarado & Pumisacho, 2015).…”

“…It combines current technology and discoveries to generate new goods, services, processes, or systems and improve existing ones (Alvarado & Pumisacho, 2015). Consequently, organizations resort to innovation to improve or maintain their position while generating competitive advantages (Alvarado & Pumisacho, 2015). Pereira et al (2016) point out that organizations resort to innovation due to institutional crises, especially in highly hierarchical ones.…”

Determinantes de las habilidades de innovación en las mypes de la Zona Metropolitana del Valle de México

“…En la medida que pasan más tiempo en las mypes adquieren habilidades generales que favorecen las de innovación, lo que se complementa con la asimilación de criterios, prácticas y enfoques desde el dueño, estimado como el de mayores habilidades innovativas. La antigüedad en la empresa se asocia con una cultura organizacional que genera trabajadores motivados, abiertos al cambio y con disposición para crear, lo que incentiva la innovación (Alvarado & Pumisacho, 2015).…”