The Top Managers' Impact on Opening the Organizational Culture to Innovation

Abstract

Innovation is an ever-increasing focus for modern organizations; yet research studies on organizational culture have tended to neglect this aspect. This paper specifies the key factors characterising a company's innovation culture and examines the top managers' executed impact as organizational leaders from the individual perspective on implementing and fostering it in their respective organizations. Based on a conceptual framework, the empirically identified key factors of the (1) formal embedment, (2) climate, (3) incentives and reward allocation, (4) integration into decision process, (5) cross-hierarchical communication and (6) communication style are presented. Within the empirical study, 37 top managers of 21 leading companies in the industries of “fashion and accessories” and “watch and jewelry” were interviewed. The results indicate that the impact of top managers lag behind their potential to advance innovativeness through innovation culture, and the detected deficit represents scope for improvement. The paper concludes by highlighting the implications of the study and its limitations.

A temporal perspective on the relationship between top management team internationalization and firms' innovativeness

“…Due to its responsibility for the firm's strategic and operational decision-making (Du Plessis et al, 2012), we base our analysis on the former. Specifically, the management board influences firm innovativeness directly by setting the firm's strategic direction toward innovation (Talke et al, 2010), determining the resources allocated toward innovation actions (Talke et al, 2011) and instilling a culture of innovativeness in the firm (Sperber, 2016).…”

Análise dos elementos que compõem a cultura de inovação: um estudo teórico

“…Cultura de inovação tem definições insuficientes e complexas (JUCEVICIUS, 2010) ou o que é apresentado são conceitos multifacetados que dependem do objetivo de investigação (SPERBER, 2017). A cultura de inovação é considerada paradoxal (PISANO, 2019).…”

“…Esta pesquisa tem como objetivo geral analisar os elementos que fazem parte da cultura de inovação, pois o conceito de cultura de inovação é multifacetado e há necessidade de direcionar o contexto para melhor entender a cultura que fomenta a inovação (SPERBER, 2017). Sendo assim, foram utilizadas quatro etapas como método de pesquisa Figura 3:…”

“…Através da análise de conteúdo, identificou-se que os 28 elementos da cultura de inovação estão relacionados entre si. Essas relações confirmam a definição multifacetada de inovação e cultura de inovação (SPERBER, 2017). Mesmo que não de maneira única, os elementos da cultura de inovação podem ser usados para descrever a cultura de inovação.…”

“…adequadamente e que as pessoas não corram atrás apenas da recompensa(DOMBROWSKI et al, 2007;SPERBER, 2017).Os incentivos reforçam o vínculo entre estratégia e resultados (TRÍAS DE BES;…”