Organizational culture for innovation and new technological behavior

Claver, Enrique; Llopis, Juan; Garcia, Daniel; Molina, Hipólito

doi:10.1016/1047-8310(88)90005-3

Cited by 154 publications

(128 citation statements)

References 23 publications

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“…In this context, the basic "ingredient" is people, not technology (Claver et al 1998;and Woodman et al 1993 as cited in Prajogo et al (2004)). In terms of people, the main factors are the capability to be open to new knowl- edge, to understand new knowledge and to absorb it in such a way that it can be used on the work floor and at the same time be evaluated and enriched based on practical experiences.…”

Section: Knowledgementioning

confidence: 99%

Knowledge as a Critical Resource in Innovation among Small Furniture Companies in Indonesia: An Exploration

Geenhuizen

Indarti

2005

GADJAH MADA INT. J. BUS.

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The furniture industry makes a significant contribution to the Indonesian economy but is exposed to an intensifying competitive environment and to emerging shortages of raw material. These circumstances have prompted small furniture manufacturers in the district of Jepara to undertake several types of innovation. It appears that of all first ranked innovations, product innovation is the largest category. In the overall pattern of innovations, market innovation and logistics innovation are also important, a situation that can be explained by the typical character and current circumstances of the furniture industry in this area. The innovation process concerned mainly relies on traditional knowledge sources, namely in-house learning-by-doing and experimentation, and buyers (customers). However, the manufacturers show willingness to use other knowledge sources in the near future, particularly more formal and globally oriented ones, such as exhibitions, research institutions, and the Internet. What tends to hamper such progress is that the manufacturers’ capability to access these knowledge sources is limited by financial obstacles and to a smaller extent by complexity and language obstacles. The paper concludes with a few policy recommendations and potential directions of future research. One of the policy recommendations aims at a combination of the traditional way of knowledge generation through in-house learning-by-doing and experimentation with knowledge from modern and formal sources.

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Section: Knowledgementioning

confidence: 99%

Knowledge as a Critical Resource in Innovation among Small Furniture Companies in Indonesia: An Exploration

Geenhuizen

Indarti

2005

GADJAH MADA INT. J. BUS.

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“…Innovation may result from pressure, necessity or even adverse conditions. It can even result from a fear of failure which is sometimes a more powerful motive than the hope to be successful (Porter, 1991;Claver et al, 1998).…”

Section: Figure 1 Three Pillars Of Innovationmentioning

confidence: 99%

Strategic Representation of an Abstract Reality: Spiraling Relations between Organizational Culture and Innovativeness

Demirci¹

2013

JMS

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Innovation is still one of the most debated topics among the academics and business professionals. The question of how organizations innovate captures attention from many disciplines and leads to extensive amount of research. Although there are many variables that affect an organization's innovative performance, organizational culture can be considered as a key issue as it is strongly associated with the values, attitudes, behaviors and organizational practices. As organizations have different cultural profiles and, in many cases, competing cultural values exist within the organization simultaneously, it is difficult to build one-dimensional linkages about the relations between organizational culture and innovativeness.This study aims to analyze the relations between innovativeness and four different organizational cultures including team, entrepreneurial, hierarchical and rational cultures. A sample of 371 surveys was collected from five leading companies operating in the chemicals industry in Eskisehir, Turkey.

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“…Understanding the culture of an organization will enable a researcher to have a glimpse at how the organization operates (Schein, 2010). Within the context of a firm or organization, culture refers to the deeply rooted values and beliefs shared by employees at all levels, manifested in the characteristics of the organization (Claver et al, 1998). The relationship between the culture of a firm and its innovativeness is well documented in the literature (Hurley and Hult, 1998).…”

Section: Firm Culture and Firm Innovativenessmentioning

confidence: 99%

Organizational Factors and Innovativeness of Housing Developers

Kamaruddeen¹,

Yusof²,

Said³

et al. 2012

American Journal of Applied Sciences

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In examining the influence of a firm's structure and culture on innovativeness among housing developers in Malaysia, we draw a theoretical perspective to develop hypotheses, that propose the structure and culture of the firm as organizational factors which influence innovativeness. We, therefore, examine the direct relationship between independent variables (firm structure and culture) and the dependent variable (firm innovativeness). While previous empirical studies discover that certain organizational factors such as structure, size and culture influence innovativeness, the findings are however proven to be inconsistent. We used the proportionate stratified random sampling to collect data from the micro, small, large and publiclisted housing developers in Peninsular Malaysia. We received 183 valid questionnaires out of 504 questionnaires distributed, yielding 36.3% response rate. All the two dimensions of the culture examined in this study (adhocracy culture and market orientation) are found to have a positive relationship and strong influence on the firm's innovativeness. Although the relationship between firm structure and innovativeness is positive, formalization and centralization have no strong influence on innovativeness among housing developers in Malaysia. The findings from this study suggest that to enhance the innovativeness in the Malaysian housing industry, managers and chief executives need to consider cultural dimensions such as adhocracy culture and market orientations seriously. It is hoped that our findings complement the existing body of knowledge and contribute to future studies which concern innovativeness.

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Organizational culture for innovation and new technological behavior

Abstract: In this light, we analyze the origin of a culture based in innovation technology. We also describe, with the support of a large number of empirical and theoretical studies, the most important conditions for the generation of a corporate culture based on technological innovation.3

Cited by 154 publications

References 23 publications

Knowledge as a Critical Resource in Innovation among Small Furniture Companies in Indonesia: An Exploration

Knowledge as a Critical Resource in Innovation among Small Furniture Companies in Indonesia: An Exploration

Strategic Representation of an Abstract Reality: Spiraling Relations between Organizational Culture and Innovativeness

Organizational Factors and Innovativeness of Housing Developers

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