Building on our strengths: working towards a preferred workplace culture

Shepstone, Carol; Currie, Lyn

doi:10.1016/b978-1-84334-702-6.50002-2

Cited by 2 publications

(1 citation statement)

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“…Moreover, during recruitment and selection stages, needs for certain enterprising behaviors will require the job advertisement in particular to be tailored towards a certain culture type (i.e., a certain set of values), and a reconsideration of the employer brand in general. However, before any changes are considered the organization will not only need to consider which enterprising behaviors are specifically required, but also undertake an audit of the organizational culture, as analyzing current and preferred cultures makes it possible to develop and implement strategies to move an organization in the desired direction [99], and then consider the impact of the culture on enterprising behaviors.…”

Section: Discussionmentioning

confidence: 99%

Intrapreneurial Fit and Misfit: Enterprising Behavior, Preferred Organizational and Open Innovation Culture

Chandler¹,

Krajcsák²

2021

Journal of Open Innovation: Technology, Market, and Complexity

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In challenging times, the need for innovation is heightened and stems from employees who exhibit intrapreneurial characteristics. Not every corporate culture is a suitable environment for intrapreneurial behavior. This study examines the relationship between potential entrepreneurial behavior and preferred culture type. Through a principal component analysis of a sample of 1056 university students, four principal components of enterprising behavior (and roles) are found: Planning on results (project manager); Bearing the burden (pressure bearer); Innovating for others (innovating showstopper); and Learning from mistakes (experimental learner). Using the Organizational Culture Assessment Instrument, a linear regression analysis was conducted of culture types against components. A combination of strong inverse and direct relationships are found between these components and culture types (clan, market, adhocracy, and hierarchy). The findings help practitioners understand how existing culture will inhibit or encourage enterprising behaviors, with potential benefits in recruitment and selection, reductions in staff turnover and increases in innovation potential. The findings also indicate a need for reconsideration of the employer brand when attracting intrapreneurs.

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Section: Discussionmentioning

confidence: 99%