Theimpact of the culture and its socialization process on the ability ofa leader or individuals to innovate
Accordingto studies, organizational culture, which includes its values,ideologies, characteristics, traditions as well as behavior, plays amajor role in either fostering or discouraging innovation (Hogan &Coote, 2014). To be successful, organizations must integrateinnovation into their management procedures as well as their generalculture. This can be achieved through two key methods. To start withis the socialization processes in which people gain knowledge of thesubsisting organizational norms and if innovation is one of them.Besides, the beliefs and values of an organization are depicted bythe policies, structure and management practices implying that theyare all associated with the degree of innovation (Büschgens, Bausch& Balkin, 2013). With respect to this, Hogan & Coote (2014)puts forward that culture is the most important determinant of thedegree of innovativeness in an organization. However, although thesuccess of companies in this twenty first century exceedingly dependson innovation and most organizations discuss about it, only a fewessentially implement it.
Thereexists an inconsistent linkage between innovation and cultureconsidering that organizational culture could either promote orhinder innovation. Take for example organizational culture could setthe basis for an innovative company, however, it could hold backcreativity while simultaneously obstructing important interactionamong the staff that is needed in the innovation procedure (Steiber &Alänge, 2013). Therefore, the manner in which a company’s cultureis established and implemented plays a key role in determininginnovation capacity. Organizations with innovative cultures tend toestablish, develop and implement attitudes and values in the company,despite the fact that such modifications may result in conflict withtraditional actions. An organizational culture must meet four actionsamong them readiness amongst managers to taking risks, extensiveparticipation among company employees, joint responsibility as wellas inspiring creativity.
Büschgens,T., Bausch, A. & Balkin, D. B. (2013). Organizational culture andinnovation: A meta-analytic review. Journalof Product Innovation Management,30: 763–781.
Hogan,S. J. & Coote, L. V. (2014). Organizational culture, innovation,and performance: A test of Schein`s model. Journalof Business Research,67(8):1609–162.
Steiber,A. & Alänge, S. (2013). A corporate system for continuousinnovation: The case of Google Inc., EuropeanJournal of Innovation Management,16(2): 243 – 264.