Dissertations / Theses: 'Innovative culture of organization'

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Ілляшенко, Сергій Миколайович, and Юлія Сергіївна Шипуліна. "Інноваційна культура та її роль в управлінні стратегіями інноваційного розвитку організацій." Thesis, Інститут економіки промисловості Національної академії наук України, 2019. http://repository.kpi.kharkov.ua/handle/KhPI-Press/44415.

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Розроблено рекомендації щодо формування організаційних структур управління інноваційним розвитком організації на основі її інноваційної культури. Особливої уваги приділено особливостям організації інноваційного процесу в малих організаціях (малих підприємствах чи установах). Розроблено методичний підхід до планування і організації за формалізованими процедурами одночасного виконання (паралельного, паралельно-послідовного, послідовно-паралельного тощо) інноваційних проектів у малих організаціях.
Recommendations on the formation of organizational structures to manage the innovative development of the Organization on the basis of its innovation culture are developed. Special attention was paid to the peculiarities of the organization of innovation process in small organizations (small enterprises or institutions). The methodological approach to planning and organization by formalized procedures of simultaneous execution (parallel, parallel-consecutive, consecutive-parallel, etc.) of innovative projects in small organizations is developed.

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Scott, Denise. "New Communication Technologies, Organizational Culture, and the Creation of Innovative Learning Environments." TopSCHOLAR®, 1998. http://digitalcommons.wku.edu/theses/319.

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Today's organizations face an economic climate that is globalizing, increasing customer demands for products and services that meet their unique needs and the fast pace of technological developments. Organizations require the effective use of new communication technologies as a means of sharing information and expanding capacity for innovation. The main question for this research is: When new communication technologies are introduced into organizations, how do they work together with existing cultural assumptions to produce an innovative, learning environment within the organization? The research design involves conducting moderately structured interviews with organizational leaders in four diverse organizations: Ingram Book Company, Service Merchandise Company, Inc., Life Way Christian Resources of the Southern Baptist Convention, and Dollar General Corporation. Results include an introduction to each company, a report on their implemented new communication technologies and innovative learning environment, and a description of their core corporate culture.

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Kondaveeti, Srinivasa Kiran, and Andreas Kostoulas. "Successful Organizational Innovation and Key Driving Factors." Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-17295.

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The aim of the thesis is to discuss the key driving factors influencing the success of innovation in high-tech firms based in Sweden. The thesis will discuss key determinant factors and how those factors are connecting with each other. Organizational innovation and Organizational culture relationship have been under research for many years. The success of organizational innovation can be captured by various factors. Similarly, the organizational culture can be captured by different factors. During the research process, we came across various theories and this thesis is based on Rao and Weintraub (2013) developed model. The model provides six building blocks with determinant factors as a foundation for the successful innovative organizational culture. The six major building blocks or factors are Values, Behaviours, Climate, Resources, Processes, and Success (Rao & Weintraub, 2013). The purpose of the study is to define the hypothetical relationship between some of the six major factors which drives the successful innovation in the organization. The authors have developed a model for successful organizational innovation based on their hypotheses. It will be a matter of great interest to reflect upon the employee's feedback regarding those factors that influence firm’s organizational culture and successful innovation. The model was analyzed using the results of the survey in which 230 employees participated from Swedish based high-tech firms, using Structural Equation Modelling (Hair et al, 2010). The research results reveal some of the key contributors towards the successful organizational innovation and the relation between the factors for the successful organizational innovation. The factor successful innovation is strongly dependent on the innovation processes factor and this is followed by some more relatively moderate contributing factors such as the leaders’ behaviours, and the organizational resources. The study reveals that there is a strong relation between the innovation success and the innovation processes. The innovation processes factor is positively connected to the organization values, the leaders’ behaviours, and the organization resources. The organization climate is weakly connected to the innovation processes as represented by the data sample collected which needs to be further investigated. The model identified in the thesis gives an understanding of how the six factors are connected to drive the successful organizational innovation.

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Calisir, Meliha. "Organizing Corporate Culture: A Case Study Of A Turkish Software Company." Thesis, METU, 2008. http://etd.lib.metu.edu.tr/upload/12610173/index.pdf.

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The purpose of this research is to establish an innovative organizational culture in a Turkish software company. In order to do this, the perceived current and the preferred organizational cultures of the company were studied. The preferred culture of upper management and the differences between the perceived current and preferred organizational cultures by different employee groups were also investigated. The culture assessment was performed using Cameron and Quinn&rsquo
s (1999) Organizational Culture Assessment Instrument (OCAI). According to the survey results, the company&rsquo
s current culture was Hierarchy culture, and the least perceived current culture was Adhocracy. The preferred organizational culture of employees was Clan and Adhocracy was the second. Top management&rsquo
s preferred organizational culture was Adhocracy. Different from the employees, top management also believed that Adhocracy also exists in the company after Hierarchy culture. After analyzing the company&rsquo
s current and preferred cultures, a model based on Lewin&rsquo
s (1958) model of Organizational Change was adapted. Lewin&rsquo
s model was modified by removing the first stage of the model: unfreezing
it is believed that there will be no resistance to change when trying to establish an innovative culture. As for further research, a tactical plan should be established according to the proposed actions and the model established for the company should be tested if it reaches its goal or not.

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Hensbergen, Marleen, and Ana Georgievska. "Bufab Group - an Innovative Born Global in the Trading Sector." Thesis, Högskolan i Halmstad, Sektionen för ekonomi och teknik (SET), 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-15554.

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The fast moving global market has pushed the companies into becoming more and more global and today some companies are even born in the global world. These companies that operate on many markets at the same time are referred to as born global. This study attempts to connect the context of a born global company to the topic of innovation. Literature explains that a company’s level of innovation is related to their competitive advantage in the industry or sector. This thesis concentrates on the trading sector and tries to evaluate how the internal environment of a born global company influences the development of processes of innovation, whereas internal factors are evaluated the organizational structure, strategy and culture. Since this study is an explorative research on how certain internal factors can be of influence on the process of innovation in a company, we have chosen to conduct a qualitative single case study, for which we have addressed ourselves to the born global trading company The Bufab Group, a worldwide trader of fasteners and small parts. The Group has its head quarter in Värnamo, Sweden and has around 35 sister companies around the world. Our empirical findings show how this trading company uses its structure, strategy and culture to influence their processes of innovation. The six innovations that have been developed in the last five years and that are a result of the ongoing process of innovation are the implementation of an automated warehouse, realizing a universal ERP system, employing the EDICOM software, using the concept of a HUB-system, introducing an Educational Manager and the introduction of a Global Account Team. For the reason that the study is a single case study this research cannot provide any general conclusions for the sector of trading. However, our in-depth study of the Bufab Group as a born global trading company has taught us that their structure, strategy and culture show to have a positive effect on the processes of innovation. Firstly it shows how the born global context is of influence on the internal factors of the organizations. Secondly, it shows how a company that has one centralised strategy for the whole group with a relatively centralised decision making system can still manage to maintain a rather low hierarchical structure with short communication lines and an open and transparent culture. Lastly, all of these forces together have managed to enhance good communication, knowledge sharing and the creation of ideas that have been of influence on the enablement of the process of innovation.

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Banai, Eyal. "Strategies to Cultivate Sustainable Open Innovation Culture in High-Tech Organizations." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5304.

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Business leaders must adopt new business practices to sustain their organizations and meet the paradigm of global competition. In the 21st century, innovation and market readiness have become the primary criteria for sustainability of an organization. Some organizational leaders should adopt open innovation strategy to stay competitive and foster a positive impact on their organizations' performance while practicing a systematic inclusion of knowledge from sources outside of the organization. The purpose of this multiple case study was to explore effective strategies business leaders use to cultivate a sustainable open innovation culture. The population consisted of leaders from 200 high technology organizations in the Washington, D.C. area. Purposeful sampling was used to select 4 organizations whose leaders demonstrated successful cultivation of open innovation culture. Schein's culture theory was the conceptual framework for this study. Data were collected through semistructured interviews and review of the organizations' annual reports, publications, websites, and brochures. Data analysis was based on Vaismoradi, Turunen, and Bondas's systematic content and thematic analysis approach, proceding from study data to codes to themes. The outcome led to 4 primary themes: organizational strategic alignment, collaboration as a force multiplier for innovation, organizational culture change, and expert understanding of the customers' needs. Implications for positive social change include fostering innovative organizations whose members bring to the market cost-effective solutions and bridge between market needs and technological solutions. Members of innovative organizations impact underserved communities in terms of material wealth, social welfare, and employment opportunities.

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Peres, Maria da Conceição Picaró. "O perfil do gestor escolar : da gestão à liderança educativa." Master's thesis, Universidade de Évora, 2007. http://hdl.handle.net/10174/16217.

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Esta investigação qualitativa assentou num estudo de caso com triangulação de dados para atingir os objetivos de definir o perfil do gestor escolar e a compreender a relação entre gestão e liderança educativa. Consequentemente, o enquadramento teórico visou a liderança organizacional e a abordagem sucinta das seguintes variáveis associadas: cultura e comunicação organizacional, organizações que aprendem e inovação organizacional. Foi ainda analisada a autonomia como cenário ideal desta associação. Os instrumentos de recolha de dados foram três entrevistas a três presidentes de conselhos executivos de três escolas secundárias com 3.° Ciclo de uma região a sul do rio Tejo e questionários aos professores, funcionários administrativos e funcionários auxiliares de ação educativa das respetivas escolas para validar a análise de conteúdo das entrevistas. Concluiu-se que o perfil do gestor escolar tem ainda preferencialmente características de gestor, notando-se uma maior inovação nas escolas onde a liderança é prática assumida. /ABSTRACT - This qualitative research aimed at defining the profile of the school manager and understanding the relation between management and leadership in the school organization. Leadership is the conceptual framework of this research supported by the connection among the following associated variables: organizational culture, communication, learning organization and innovation. Autonomy is the best scenario for this association. This research was based on a study case with the triangulation of data: three interviews to three presidents of the executive board of three secondary schools with the third cycle and questionnaires to teachers, administrative employees and educational auxiliary employees. Through the analyses of the data it is possible to confirm the prevailing profile of manager, although there are characteristics of leadership, especially in two of the three presidents interviewed. It can also be concluded that the stronger the leader attributes are the better the process of innovation can be implemented.

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Stará, Jana. "Kreativita, inovace a organizační kultura." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2015. http://www.nusl.cz/ntk/nusl-225256.

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This thesis focuses on defining concepts of creativity and innovation in business context. It analyzes methods which may lead to enhancement of creativity in order to increase value of business for customer as well as to develop the business itself. This work also includes real application of selected methods on management of cafe Dobra zastavka in Brno, Czech Republic.

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García, Barbosa Tamara Jamileh. "Master class : exploring innovative practice in educational leadership; a study of change, complexity, culture and community in co-creating learning organizations /." The Ohio State University, 2000. http://rave.ohiolink.edu/etdc/view?acc_num=osu1488195154360475.

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Freiin, von Dörnberg Alix Donata. "Knowledge Management towards Innovation : How can organizations utilize knowledge management to foster innovation?" Thesis, KTH, Industriell ekonomi och organisation (Inst.), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-254199.

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Being innovative allows organizations to be part of the rapid competitive and environmental shifts and requires the development of knowledge as it builds the pathway of innovation. Since most companies find it troublesome to effectively utilize their existing knowledge towards innovations and literature lacks to offer solutions, this study aims to determine factors that contribute to an enhancement of the spiral of knowledge as well as to develop a concept that provides counselling for business and academia on how to overcome this issue. Therefore, this study contributes with new insights to the field of research in knowledge management and innovation management as well as to organizations with a concept on how to operationalize knowledge management towards innovation. Based on literature review on innovation management, knowledge management and organizational agility, a hypothesis was established that claimed that agile feedback loops at the spiral of knowledge would facilitate the utilization of knowledge management towards innovation. Expert interviews allowed the identification of factors that are relevant for tapping the potential of knowledge towards innovation. The analysis of their responses disclosed a common request to include feedback during the knowledge transformation but also revealed that design thinking and an innovative organizational culture are further relevant factors. Thus, the study postulates a concept that refines the spiral of knowledge to the ‘spiral of knowledge and innovation’, which extents the ‘spiral of knowledge’ with agile feedback loops, design thinking as well as an innovative organizational culture.

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Scaliza, Janaina Aparecida Alves. "Inovação aberta, cultura organizacional e desempenho inovador : análise nos setores químico e de tecnologia de informação /." Bauru, 2020. http://hdl.handle.net/11449/192736.

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Orientador: Daniel Jugend
Resumo: Considerada como o elemento que une normas e conjuntos de valores, ideais sociais ou crenças compartilhadas pelos membros de uma organização, a Cultura Organizacional (CO) pode estimular a inovação, na medida em que influencia hábitos, valores e comportamentos. Há estudos que relacionam CO à inovação de forma integrada, porém, a literatura ainda apresenta gaps sobre a compreensão entre as diferentes formas de CO e suas relações com a adoção da Open Innovation (OI), que é definida como o uso intencional de parcerias externas e internas à organização, com o objetivo de desenvolver inovações. A OI pode ser analisada por seus fluxos, ou práticas, que são o inbound e outbound. A literatura tem indicado diversas dimensões de cultura organizacional e maneiras de compreendê-la, por exemplo, níveis como artefatos, valores e pressupostos, características de culturas nacionais e sua relação com a cultura organizacional ou análise dos elementos que colaboram com a inovação. Este trabalho utilizou o modelo proposto por Cameron e Quinn (2006), que por meio do questionário, nomeado como OCAI - Organizational Culture Assessment Instrument, busca classificar a cultura organizacional predominante das empresas, classificando-as como adhocráticas, clãs, de mercado ou hierárquicas. O objetivo deste estudo foi investigar como o tipo de cultura organizacional pode impactar o desempenho inovador, por meio das práticas de OI inbound e outbound e moderado pelo desempenho do ecossistema de negócios. Po... (Resumo completo, clicar acesso eletrônico abaixo)
Abstract: Considered as the element that unites norms andsets of values, social ideals or beliefs shared by the members of an organization, Organizational Culture (CO) can stimulate innovation, insofar as it influences habits, values and behaviors. There are studies that relate CO to innovation in an integrated way, however, the literature still presents gaps on the understanding between the different forms of CO and their relationship with the adoption of Open Innovation (OI), which is defined as the intentional use of external partnerships and internal to the organization, with the aim of developing innovations. OI can be analyzed by its flows, or practices, which are inbound and outboundThe literature points out several dimensions of organizational culture and ways of understanding it, for example, levels such as artifacts, values and assumptions, characteristics of national cultures and their relationship with organizational culture or analysis of the elements that collaborate with innovation. This work used the model proposed by Cameron and Quinn (2009),which through a questionnaire, named as OCAI -Organizational Culture Assessment Instrument, seeks to classify the predominant organizational culture of companies, classifying them as adhocratic, clan, market or hierarchical. The aim of this study was to investigate how the organizational culture type can impact innovative performance, through inbound and outbound OI practices and moderated by the business ecosystemperformance.Throu... (Complete abstract click electronic access below)
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Cibulskaitė, Aistė. "Organizacijos kultūros ir darbuotojų kūrybinio aktyvumo sąsaja ir įtaka įmonės veiklos efektyvumui." Master's thesis, Lithuanian Academic Libraries Network (LABT), 2010. http://vddb.laba.lt/obj/LT-eLABa-0001:E.02~2010~D_20100615_155751-38865.

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Baigiamajame magistro darbe nagrinėjama organizacijos kultūra ir jos darbuotojų kūrybinio aktyvumo poreikis organizacijoje, siekiant organizacijos veiklos efektyvumo. Darbe parodyta darbuotojų kūrybingumo ir inovacijų svarba įmonei bei jos tikslų siekimui. Pateikiama teorinė organizacijos kultūros, darbuotojų kūrybingumo, marketingo kultūros ir struktūros bei vidinio marketingo veiksnių analizė. Naudojant anketinę apklausą atskleisti įvairių organizacijų darbuotojų norai, poreikiai ir požiūris į organizaciją, inovacijas, jų suvokimas, kokia turėtų būti organizacijos kultūra, kiek svarbus vadovo ir darbuotojų vaidmuo organizacijoje. Remiantis apklausos rezultatais, sudarytas organizacijos kultūros ir darbuotojų kūrybinio aktyvumo bei jų įtakos įmonės veiklos efektyvumui modelis. Išnagrinėjus teorinius ir praktinius organizacijos kultūros ir darbuotojų kūrybinio aktyvumo sąsajos aspektus, organizacijos kultūros ir darbuotojų kūrybinio aktyvumo įtaką įmonės veiklos efektyvumui, pateikiamos baigiamojo darbo išvados ir siūlymai.
It is pending in this work a need of organizational culture and personnel creative activness in organization to reach the main objective of its’ – efficiency. It is shown personnel creativity and innovation importance to organization in this work, represented organizational culture, personnel creativity, marketing culture and structure and internal marketing theoretical analysis. Operating data of survey there were discovered personnel needs, attitude to organization, innovation, the way organizational culture should be, the importance of head and personnel part in organization. There was made a model of correlation between organizational culture and personnel creative activness and their influence on company’s efficiency with reference to survey results. The conclusions and suggestions were drawn after sifting theoretical and practical aspects of correlation between organizational culture and personnel creative activness and their influence on company’s efficiency.

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DÅDERMAN, ANTONIA, and MALIN ÅSELIUS. "Implementation of an Idea Management System in a Global Organization : A Case Study in the Automotive Industry." Thesis, KTH, Skolan för industriell teknik och management (ITM), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-279062.

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Disruptive changes driven by sustainability, new technology and servitization challenge companies’ current products and business models. This increases the interest in radical innovations, and consequently the interest to capture radical ideas. At the same time, globalization increases the importance for digital tools in order to connect and communicate between different geographical locations. An idea management system (IMS) allows large, global companies to conduct idea management in a structured way throughout the entire company. This study aims to investigate and identify factors important for the implementation of an IMS in companies that operates globally. This is done with a case study at a company in the automotive industry who is standing before an industrial transformation. In order to analyze the empirical findings two existing frameworks is combined into an empirical classification framework. The previous literature and the empirical analysis identified three important themes; process, culture and system. The discussion around the three themes allowed for a connection between the empirical findings and the previous literature, leading to conclusions regarding the implementation of an IMS. The study firstly concludes that finding ideas is no problem, it is more important to have the right processes in place for handling ideas. One of the key aspects is individual motivation and that the system is used for learning rather than performing. A risk identified was that goals within large companies may conflict with goals of radical innovation, which highlights the importance of flexible leadership and flexible systems within the company. The IMS should start with basic features and start at selected markets, allowing feedback from the IMS ambassadors to assist in the future development of the system. Categorizing ideas and using monthly campaigns for specific problem areas can facilitate the handling of a large number of ideas, preventing the IMS from becoming a “black hole” where ideas are submitted and then disappear.
Hållbarhet, ny teknologi och tjänstefiering är förändringar som utmanar dagens företags produktutbud och affärsmodeller. Intresset för radikala innovationer har i och med det ökat och som en konsekvens av det, även bidragit med ett ökat intresse av att fånga radikala idéer inom organisationen. Samtidigt har globaliseringen ökat betydelsen av digitala verktyg för anknytning och kommunikation mellan olika geografiska platser. Ett idéhanteringssystem (förkortning IMS) möjliggör strukturerad idéhantering genom hela företaget, för stora globala företag. Målet med studien var att undersöka och identifiera faktorer som anses viktiga för implementering av ett idéhanteringssystem i stora globala företag. Detta har gjorts genom en fallstudie på ett företag inom fordonsindustrin, som står inför en stor industriell förändring. För att analysera den insamlade empiriska datan har två existerande ramverk kombinerats till ett ramverk för empirisk klassificering. Tidigare litteratur och den empiriska analysen identifierade tre viktiga teman: process, kultur och system. Diskussionen kring dessa tre teman möjliggjorde för kopplingar mellan de empiriska fynden och tidigare litteratur, vilket gav slutsatser angående implementeringen av ett idéhanteringssystem. En av studiens första slutsatser var att mängden idéer inom en organisation inte är ett problem. Det är viktigare att ha processer på plats för att hantera idéerna. En av nyckelaspekterna var att individuell motivation och att systemet bör användas för lärande snarare än prestation. En risk med målsättning identifierades, det visade att mål hos stora företag kan strida mot mål för radikala innovationer, vilket lyfter vikten av ett flexibelt ledarskap och flexibla system inom företaget. I startfasen bör idéhanteringssystemet satsa på grundläggande funktioner och testas hos utvalda marknader, vilket möjliggör utveckling av systemet genom återkoppling från systemets ambassadörer. Månatliga kampanjer och kategorisering av idéer underlättar hanteringen av stora mängder idéer, vilket motverkar att idéhanteringssystemet blir ett ”svart hål” där idéer skickas in och försvinner.

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Andrade, Luciana do Carmo Menezes de. "Inovação organizacional e cultura organizacional na percepção de gestores de grandes empresas: estudo multicasos em empresas do setor de autopeças da região metropolitana de Sorocaba." Universidade Federal de São Carlos, 2016. https://repositorio.ufscar.br/handle/ufscar/7894.

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With the crisis that has been going the automotive industry last year, it is necessary that companies in the auto parts sector go forward several changes to remain competitive. In this context, organizational innovation, which has the organizational culture as one of its main determinants, it is a key pillar of support competitiveness. Thus, this work is a multicases study in five large suppliers companies of auto parts of the metropolitan area of Sorocaba, aimed to analyze the practices of organizational innovation, and identify the factors related to the organizational culture of these companies are the key to the organizational innovation. As result, it was found that the adoption of organizational innovation practices is due to isomorphism in the automotive industries, but the organizational culture focused on innovation is essential for the occurrence of organizational innovation, and features such as financial (reward system, financial resources), organizational architecture (market orientation, mission, value and leadership), management tools (support innovation, teamwork, acceptance of risk and error tolerance, creativity, communication and management systems) are fundamentals. As factors that hinder organizational innovation were basically found problems related to people as: outgoing employees, lack of discipline, motivation, overwork, predesigned concepts, difficult to accept changes and unhappiness. The centralization of power, lack of autonomy and authoritarian leadership were also mentioned as inhibitors to the occurrence of organizational innovation.
Com a crise que vem passando a indústria automotiva, devido à redução de demanda no ano de 2015, torna-se necessário que as empresas do setor de autopeças passem por diversas mudanças para continuarem competitivas. Nesse contexto, a inovação organizacional, que tem a cultura organizacional como um dos seus principais determinantes, torna-se um pilar fundamental de sustentação da competitividade. Assim, esse trabalho, um estudo multicasos realizado em cinco empresas de grande porte fornecedoras de autopeças da região metropolitana de Sorocaba, teve como objetivo analisar as práticas da inovação organizacional, além de identificar os fatores relacionados à cultura organizacional dessas empresas que são determinantes à inovação organizacional. Como resultado encontrou-se que a adoção de práticas de inovação organizacional ocorre devido ao isomorfismo nas indústrias automotivas, porém a cultura organizacional voltada à inovação é imprescindível para a ocorrência de inovação organizacional, e características como recursos financeiros (sistema de recompensas, recursos financeiro), arquitetura organizacional (orientação para mercado, missão, valor e liderança), ferramentas gerenciais (suporte à inovação, trabalho em equipe, aceitação ao risco e tolerância ao erro, criatividade, comunicação e sistemas de gestão) são fundamentais. Como fatores que dificultam a inovação organizacional foram encontrados basicamente problemas relacionados aos recursos humanos como: saída de funcionários,falta de disciplina, motivação, sobrecarga, conceitos pré-concebidos, dificuldades para aceitar mudanças e insatisfação. A centralização de poder, a falta de autonomia e liderança autoritária também foram citados como inibidores a ocorrência da inovação organizacional.

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Arabyan, Petros, and Arnaud Vedelago. "Leading Working Environment to Foster Employees' Creativity." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-64571.

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This thesis aims to discuss three main categories such as: leadership, working environment and followers’ creativity. Particularly, the general principle of the work is to define how those notions are intertwined. Having used the principles of the Grounded theory (Corbin & Strauss, 2008), we conducted our research with the main emphasis of originating theory from the data that was collected from empirical and theoretical materials. In particular, we found out that leadership factors classified as “work-related” influence the “organizational culture”. Similarly, “management skills” of the leader are closely interrelated with “organizational structure”. Finally, “team-related” leadership traits have their immediate effect on “organizational climate”. Consequently, we can state leadership is able to set up a creative working environment that fosters individual’s creativity. Later forward, the creative working environment is believed to be an ultimate prerequisite that fosters individuals’ creativity. However, it is pertinent to note that leadership as such, can directly influence employees’ creativity as well. As a final analysis, we claim that authentic leadership due to its indispensable attributes is an ultimate prerequisite that enhances individual’s creativity based on the findings of our research.

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Zaini, Raafat Mahmoud. "Modeling Manifest and Latent Structures in a University: Understanding Resources and Dissent Dynamics." Digital WPI, 2017. https://digitalcommons.wpi.edu/etd-dissertations/435.

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Using modeling and computer simulation, this research focuses on studying two different views to organizational design and their implications for performance in the context of academic institutions. One view represents the manifest structure that includes resources (students, faculty, administration, facilities, finances, partners, donors, etc.); the other view represents the latent structure that focuses on dissent. The dissertation addresses the following two questions; 1. What are the tangible dynamic interdependencies constituting the manifest structure within academic institutions and their impact on performance? 2. What is the impact of the latent structures composed of intangible organizational processes, especially dissent, on performance? The dissertation proposes generic system dynamics simulation models untangling the complexity of the topic by tackling various slices of the problem in separate papers. The models are based on three different theoretical frameworks addressing resources and their composition, dissent, and stakeholder engagement. It is observed that while both the manifest and the latent parts of the university organization impact its performance, the latent part, being invisible, is often ignored. In the long run, the influence of the latent part of the organization can slowly but seriously compromise intangible performances components like quality, reputation, and attractiveness. When the manifest part of the organization is dysfunctional, its tangible performance rapidly suffers. The damage control policies will often impact the latent organizational performance leading the institution into a vicious cycle. The presence of time delays in this framework may create an oscillatory behavior that might modulate a growth or decline trend. Performance measures addressing intangible performance components must be factored into the organizational design since faculty, students, and other stakeholders are not only driven by financial rewards, but also by the organizational environment. The research, besides addressing the important question of the role of latent elements in organization design and demonstrating this can be done using system dynamics modeling and computer simulation, should also be of value to the design and management of higher education institutions.

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Kožinová, Lucie. "Kreativita, inovace a organizační kultura." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2011. http://www.nusl.cz/ntk/nusl-223079.

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This thesis focuses on the themes of creativity, innovation and organizational culture. The theoretical part deals with definitions of terms, relations between them and recommendations for practical use. Practical project focuses on the analysis of selected companies in terms of defined concepts, finding barriers and propose solutions that will lead to increased business performance.

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Fukunaga, Fernando. "Cultura organizacional como fator de influência no ciclo de gestão do conhecimento." Pontifícia Universidade Católica de São Paulo, 2015. https://tede2.pucsp.br/handle/handle/1140.

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Coordenação de Aperfeiçoamento de Pessoal de Nível Superior
The perception of knowledge as an economic good and the strategic importance of organizational culture has been suggested and studied by several authors. This research has as main objective to analyze the influence of the attributes of organizational culture, from the theoretical model of Quinn and Cameron (2006), to the success of knowledge management cycle based on the model suggested by Lawson (2002). As strategy and methodological principles was selected the single case study method. The methodological procedure had a quantitative approach and qualitative approach defining it as a method of triangulation. Research was conducted on a large national company in the engineering and infrastructure segment. The quantitative approach had a final sample of 14 leaders as participants valid online survey respondents, qualitative approach with participants of the three levels of the organization studied: strategic, tactical and tactical-operational. The main results showed a strong relationship between organizational culture and knowledge management. Several evidence was found and it is estimated that these can be generalized and help other organizations to seek successful implementation or support of knowledge management
A percepção do conhecimento como um bem econômico e importância estratégica da cultura organizacional tem sido sugerida e estudada por diversos autores. Nesta pesquisa, tem-se como principal objetivo analisar a influência dos atributos da cultura organizacional, a partir do modelo teórico de Quinn e Cameron (2006), para o sucesso do ciclo de gestão do conhecimento com base no modelo sugerido por Lawson (2002). Como estratégia e princípios metodológicos selecionou-se o método de estudo de caso singular. O procedimento metodológico contou com abordagem quantitativa e abordagem qualitativa definindo-o como um método de triangulação. Foi conduzida uma pesquisa em uma grande empresa nacional do segmento de engenharia e infraestrutura. A abordagem quantitativa contou com uma amostra final de 14 líderes como participantes válidos respondentes do questionário on-line e a abordagem qualitativa com participantes dos três níveis hierárquicos da organização estudada: estratégico, tático e tático-operacional. Os principais resultados apontaram para uma forte relação entre cultura organizacional e gestão do conhecimento. Diversas evidências foram encontradas e estima-se que estas podem ser generalizadas e ajudar outras organizações a buscarem sucesso na implementação ou na sustentação da gestão do conhecimento

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Godoy, Renata Semensato Pereira de. "Relações entre cultura organizacional e processos de inovação em empresas de base tecnológica." Universidade de São Paulo, 2009. http://www.teses.usp.br/teses/disponiveis/18/18140/tde-20102009-164640/.

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Esta pesquisa analisou as relações entre a cultura organizacional e os processos de inovação em empresas de base tecnológica na cidade de São Carlos. Buscou-se identificar e compreender aspectos da cultura organizacional que facilitam ou dificultam os processos de inovação. Utilizou-se estratégia de investigação mista (delineamento quanti-qualitativo). Teve-se como hipóteses que: I) Os processos de inovação, nas empresas estudadas, focalizam mais os aparatos visíveis, como a tecnologia, do que aspectos intangíveis como a cultura da inovação; e II) A busca por inovação aparece mais nas políticas internas de aquisição de tecnologia do que nas políticas de gestão de pessoas. O estudo dividiu-se em duas fases: a primeira fase consistiu em levantamento quantitativo acerca de características da cultura da inovação das empresas de base tecnológica de São Carlos que aceitaram participar do estudo. A amostra foi composta por 15 empresas. A segunda fase compreendeu dois estudos sequenciais quanti-qualitativo. A análise qualitativa foi feita em profundidade, conforme as teorias psicossociológica e psicodinâmica. Instrumentos: entrevistas semi-estruturadas, observações de campo, questionários e escalas específicas para avaliação da cultura organizacional e da cultura da inovação. Os resultados apóiam a primeira hipótese e parcialmente, a segunda. Os dados sugerem que a inovação está positivamente relacionada à existência de cultura organizacional específica. Contudo, para que a inovação ocorra, não é necessário que todos os fatores referidos na literatura estejam presentes na organização; porém, a existência de alguns, como tolerância à ambiguidade e ao erro, trabalho desafiante e em equipe, suporte das lideranças, comunicação clara, coesão e reconhecimento de esforços favoreceram a inovação.
This research bases analyzed the relationship between organizational culture and innovation processes in technology-based companies, in São Carlos city. It aimed to identify and understand deeply some organizational culture aspects that make innovation process easier or harder. Considering the characteristics of the issue under analysis, a mixed investigation strategy was chosed (quanti-qualitative outline), having as hypothesis: I) Innovation processes focus more efforts on visible apparatuses, such as technology, than on intangible aspects, as culture of innovation; and II) The search for innovation is more visible on internal technology acquisition politics than on people management politics. The research was divided in two phases: the first one was consisted by a quantitative about characteristics of innovation culture of technology-based companies that agreed in participate from this research. The sample was composed by 15 companies. The second phase included two sequential quanti-qualitative researches. The qualitative analysis was deeply developed, based on psicossociological and psychodinamic theory. Investigation tools: semi-structured interviews, field observations, questionnaires and specific inventaries that evaluated organizational culture and innovation culture. Results support the first hypothesis and partially the second one. Data suggest that innovation is positively related to the existence of specific organizational culture. However, in order to make innovation processes happen, there is no need implementing in the organizational all the aspects found in literature, but the existence of some of these aspects as tolerance for ambiguity and error, supportive leaderships, clear and open communication, cohesion and recognition for efforts make the innovation process construction easier and more able to happen.

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Akter, Ruzlin, and Shashiprabha Rathnayaka. "The Impact of Organizational Culture and Leadership on Organizational Innovation." Thesis, Högskolan i Gävle, Företagsekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-29257.

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Abstract Title: The Impact of Organizational Culture and Leadership on Organizational Innovation Level: Final assignment for Master Degree in Business Administration Authors: Ruzlin Akter and Shashiprabha Rathnayaka Supervisor: Zahra Ahmadi, PhD Examiner: Maria Fregidou-Malama, PhD Date: 2019 – January Aim: The aim of the study is to explore the impact of organizational culture and leadership in the development of organizational innovation. Method: The study is based on twelve qualitative interviews from six different organizations. The organizations have been selected randomly but with consideration of innovativeness. Two of the organizations have been selected from Sri Lanka and four organizations from Sweden. This study has been conducted by following an inductive qualitative research method using structured and semi-structured interview. Inductive approach has been followed to analyze the data. Result & Conclusion: Organization culture and leadership together have an influence for developing innovation. The findings of the study suggest that process and job oriented culture, and transactional leadership has both positive and negative impact in developing innovation. Our findings suggest that result oriented culture, employee oriented culture, pragmatic culture, open system and transformational leadership are more effective than process oriented, job oriented, normative culture and transactional leadership for developing innovation. Suggestion for Future Research: Though this study has used six organizations, the numbers of participants is low for each organization. This study has not focused on any specific industry and national culture. Therefore the suggestion for further study is to use more participants and to be industry specific. Researcher can also go in depth to identify which factors are particularly the reasons for the failure and success of innovativeness to this particular industry through comparing the national culture. Contribution: This study has made a theoretical contribution by connecting organizational culture and leadership with innovation and provides a new reflection regarding the impact of ii process oriented culture and job oriented culture. This study contributes to the implication to managers where managers can serve best for the culture while knowing about the influential result of the culture and leadership on innovation. With the help of this study, organizations will be able to identify the factors that may help them to be innovative and competitive in market. Ultimately the organization will be able contribute to the national economy of its country. Key words: Organizational Innovation, Leadership, Organizational Culture.

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Noyes, Christopher M. (Christopher Michael) Carleton University Dissertation Management Studies. "Creativity, change and culture; an investigation into the relationship between organizational culture and innovation." Ottawa, 1992.

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Dhir, Saloni. "The changing nature of work, leadership, and organizational culture in future ready organizations." Scholarship @ Claremont, 2019. https://scholarship.claremont.edu/cmc_theses/2064.

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Abstract The relationship between individual and organizational performance is a key challenge for leaders in modern organizations, especially with the current disruption in technology and innovation. This thesis is a literature review and compilation of the relevant empirical evidence on various processes of industrial groups and organizational characteristics such as the changing nature of work, leadership, and company culture in detail. I investigate the complex challenges that millennials and organizations are facing in the current VUCA work environment as well as their potential responses to these changes. I map out the evolution of the concept of work and compare changes in the workplace environment of the past, present, and future. Additionally, this thesis reviews the literature on organizational culture models, cultural fit and clash. I explore the intertwined differences and commonalities between management and leadership and also consider a gradual shift to a model of managerial-leadership in 21st century organizations. Furthermore, the research closely examines cultural change management through the lens of mergers and acquisitions. It also discusses next steps, like job redesign, team reorganization, and cultural reconciliation, to increase job satisfaction, employee motivation, and performance in future-ready organizations.

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Danks, Shelby. "Measuring Culture of Innovation: A Validation Study of the Innovation Quotient Instrument." Thesis, University of North Texas, 2015. https://digital.library.unt.edu/ark:/67531/metadc848105/.

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The ability for an organization to innovate has become one of the most important capabilities needed in the new knowledge economy. The research has demonstrated that an organization’s culture of innovation in particular predicts organizational innovativeness across multiple industries. To provide support to these organizations in their abilities to understand the culture of innovation, researchers have developed instruments to measure culture of innovation, and while many of these instruments have been widely used to inform organizational opportunities for improvement, few of these instruments have been validated or replicated beyond their initial use. The current study employs multiple factor analytic methods to validate the factor structure of the Innovation Quotient instrument developed by Rao and Weintraub and assess the extent to which the instrument is reliable for multiple organizational groups. The results of this study, as well as implications for researchers interested in culture of innovation, are presented.

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Осипова, Н. Ю. "Формування організаційної культури туристичного підприємства (на прикладі ТОВ «Селезньов Тур»)." Thesis, Одеський національний економічний університет, 2021. http://local.lib/diploma/Osipova.pdf.

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Доступ до роботи тільки на території бібліотеки ОНЕУ, для переходу натисніть на посилання нижче
У роботі розглядаються основні теоретичні поняття, види, та методи організаційної культури туристичного підприємства. Проаналізовано туристичну діяльність ТОВ «Селезньов Тур». Було охарактеризовано організаційну культуру підприємства на основі SWOT-аналізу, а також завдяки методу анкетування співробітників компанії «Селезньов Тур». Виділені основні шляхи удосконалення організаційної культури. Запропоновані заходи щодо вдосконалення розвитку організаційної культури на туристичному підприємстві ТОВ «Селезньов Тур».
In the work are considered the main theoretical concepts, types and methods of organizational culture of a tourist enterprise. Analyzed the tourist activity of LLC Seleznеv Tour. The organizational culture of the enterprise was characterized on the basis of the SWOT-analysis, and also thanks to a method of questioning of employees of the Seleznеv Tour Company. Highlighted the main ways to improve the organizational culture. Measures are proposed to improve the development of organizational culture at the tourist enterprise LLC "Seleznеv Tour".

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Tasheva, Marina, and Patchara Thaisrivichai. "Organizational innovation processes and network relationships development -." Thesis, Mälardalen University, School of Sustainable Development of Society and Technology, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-877.

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Date: 06/10/2008

Level: Master Thesis in International Business and Entrepreneurship

Title: Organizational innovation processes and network relationship development-“The case study of Athera Biotechnologies and AstraZeneca R&D”

Authors: Marina Tasheva and Patchara Thaisrivichai

Advisor: Bengt Olsson

Research Problem: It has been known that developing a novel drug in pharmaceutical companies is a complex and expensive process. A company within these industries is forced to increase its innovativeness in order to compete with others. In this case study we will examine Athera Biotechnologies AB and AstraZeneca R&D respectively and how both companies promote, develop, sustain and enhance organizational innovation. At the same time we will also examine what is the two companies’ business strategy when it comes to networks relationship development.

Aim of thesis: The main purpose of our thesis is to compare two Swedish pharmaceutical companies and to see what are the differences and similarities in the way they foster organizational innovation processes.

Method: The method used for analyzing the collected data and information in our research is qualitative. We decided to use this method to examine the two companies’ organizational innovation processes and networks development. Further on we have collected both primary and secondary data. Primary data was collected through two semi-structured interviews with open questions. Secondary data was gathered from companies’ official web sites, annual reports and different publications and articles.

Conclusion: Our findings indicate that organizational innovation is crucial for pharmaceutical and biotechnological companies to sustain their competitive advantage in the rapid changing environment within this industry. Further more, entrepreneurial culture, corporate culture and networks and partnerships are the main factors that help AstraZeneca R&D and Athera to develop, maintain and enhance their organizational innovation. This in turn leads to the ability of the firms to successfully propose, adopt, develop and implement any new idea in relation to certain product or process.

Key words: Organizational Innovation, Entrepreneurial Culture, Corporate Culture, Networks and Partnership, Entrepreneurship

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Lucas, Anderson Pinto. "A transposição da cultura criativa das Escolas de Samba para o contexto organizacional, por meio da analogia inusual." Master's thesis, [s.n.], 2014. http://hdl.handle.net/10284/4288.

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Dissertação apresentada à Universidade Fernando Pessoa como parte dos requisitos para obtenção do grau de Mestre em Criatividade e Inovação
Esta dissertação visa identificar os métodos criativos utilizados pelas escolas de samba para a construção de seus espetáculos, tendo em vista as características peculiares deste tipo de organização, permitindo a busca por referências de suas práticas criativas, desde a concepção até a sua aplicação, o que consiste na entrega do produto final, que é demonstrado para todo o seu público no dia do desfile. Apesar de serem significativamente pesquisadas na antropologia e sociologia, tais organizações não ganharam a devida atenção da administração para um estudo mais aprofundado. Porém vem despertando o interesse de grandes organizações públicas e privadas nas questões que envolvem a criatividade e inovação como forma de utilização dos conceitos e métodos criativos aplicados por essas agremiações, a fim de se tornarem mais competitivas em seu segmento de atuação. Em termos aplicativos, a pesquisa busca referências destes métodos criativos aplicados, por meio de conexões com os ativadores criativos, transpondo-os para o contexto organizacional.
This study aims to identify the creative methods used by the samba schools to build their spectacle, considering the unique characteristics of this type of organization which allowed me to get referrals from their creative practices, from design to implementation, consisting of the delivery of the final product that is shown to their audience during on their showing. Despite being significantly researched in anthropology and sociology, such organizations did not have had enough attention to administration for further study, but it has aroused the interest of large public and private organizations on issues involving creativity and innovation as a means of using creative concepts and methods applied by these associations in order to become more competitive in its segment. In terms of applications, the research seeks references these creative methods applied through connections with creative activators, transposing them to the organizational context.

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Koroleva, Polina, and Dmitry Moiseev. "Power of innovative culture." Thesis, Linnéuniversitetet, Ekonomihögskolan, ELNU, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-20296.

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Abstract Authors: Dmitry Moiseev and Polina KorolevaProgram: Leadership and Management in International Context Title: Power of innovative culture within organisations From 18 century almost everything that occurred during economic growth was done due to innovations. Companies started to understand that innovations could give a competitive advantage and increase organisational effectiveness. Innovative culture, in turn, is one of the most important conditions that make innovations happen. However innovative culture is not so popular and common within a lot of companies, maybe because of lack of knowledge according to this notion, maybe because of unwillingness and fear to change something. Innovative culture consists of aspects that have some particular shade and lead to innovations’ creation. In this research we defined innovative culture, determined and analysed different aspects that differentiate it among any other kind of culture. We showed advantages of innovativeness and described the leadership style which serves to innovations. Our findings are proven by the examples and words of leaders from global companies, which helped to build us empirical part.

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Goshen, David. "Improving school culture : an organizational constructional model of leadership." Thesis, Anglia Ruskin University, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.324409.

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Eidolf, Jenny. "Psykologisk trygghet som möjliggörare för att vara i ständig förnyelse : Hur byggs kapacitet i en organisation för att möta kraven i en komplex, oförutsägbar och snabbföränderlig omvärld?" Thesis, Mittuniversitetet, Avdelningen för kvalitets- och maskinteknik, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:miun:diva-40646.

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VUCA är ett begrepp, som används för att beskriva den komplexa, oförutsägbara och snabbrörliga omvärld vi lever i idag. Det talas ofta om ett paradigmskifte och att det kommer krävas nya managementmodeller för att framgångsrikt leda organisationer. Det ställs ökade krav på organisationer att snabbt kunna ställa om, ständigt arbeta med förbättring och utveckling för att öka sin innovationskraft. Psykologisk trygghet är ett fenomen som fått ökat utrymme i näringslivet och i forskning under senare år, då det starkt korrelerar med individers och teams förmåga att möta förändring och vara högpresterande. Psykologisk trygghet är en gemensam övertygelse hos medlemmarna i ett team om att teamet är tryggt för interpersonellt risktagande. Syftet med denna uppsats var att bidra med kunskap kring hur företag arbetar för att vara i ständig förnyelse och bygga kapacitet i organisationen för att möta kraven i VUCA, samt förstå hur psykologisk trygghet kan vara en motor i det arbetet. En kvalitativ intervjustudie genomfördes med sex intervjuer på två större organisationer. Studiens resultat pekar på sex viktiga fokusområden för att vara och leda i ständig förnyelse och framgångsrikt kunna möta de nya kraven. Dessa sex fokusområden beskrivs på följande sätt: Storytelling -”varför” som möjliggörare för motivation och mening, Förmåga att lära - nyfikenhet som möjliggörare för nytänkande och innovation, Ledarbeteenden - vara förebild som möjliggörare för beteendeförändring, Individen i centrum - självkännedom som möjliggörare för självledarskap, Ägandeskap - autonomi som möjliggörare för ansvarskänsla och empowerment och Arbetssätt - lita på processen som möjliggörare för struktur och uthållighet. Studien visar vidare att det finns stark koppling mellan psykologisk trygghet och de sex fokusområdena för att vara i ständig förnyelse och kunna möta kraven i omvärlden. Psykologisk trygghet är en möjliggörare för att bygga kapacitet genom dessa fokusområden. Fokusområdena bidrar i sin tur till ökad psykologisk trygghet, samtidigt som de möjliggör att vara i ständig förnyelse.
VUCA is the term used to describe the complex, uncertain and rapid changing world we live in today. Often it is described as a new paradigm with needs for new management models to continue to be successful. In order to be able to meet the new requirements, organizations need to develop ability to smoothly adapt to change, constantly work with improvement and development to increase their power to innovate. Psychological safety is a phenomenon that got more attention in business and research in recent years, due to its high correlation to the ability of individuals and teams to face change and to be high performance units. Psychological safety is a shared belief held by members of a team that the team is safe for interpersonal risk taking. The purpose of this thesis was to contribute with knowledge about how companies work to build capacity in organizations to meet the requirements of VUCA, as well as understanding how psychological safety can be an enabler in this work. A qualitative interview study was conducted with six interviews at two larger organizations. The result of the study highlights six important focus areas for being in continuous renewal and successfully meeting the new requirements. These six focus areas are described as follows: Storytelling - “why” as an enabler for motivation and meaning, Ability to learn - curiosity as an enabler for innovation, Leadership behaviours - to be a role model as an enabler for behaviour change, People centric approach - self-awareness as an enabler for self-leadership, Ownership - autonomy as an enabler for responsibility and empowerment and “Way of working” - trust the process as an enabler for structure and endurance. The study further shows that there is a strong link between psychological safety and the six focus areas. Psychological safety is an enabler to build capacity in these areas. The focus areas contribute in return to increase psychological safety and at the same time support the ability to meet the complex, uncertain and rapidly changing world.

2020-11-26

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Sabaini, Wellinton Tesch. "Cultura de inovação em pequenas e médias empresas industriais inovadoras." Universidade Presbiteriana Mackenzie, 2013. http://tede.mackenzie.br/jspui/handle/tede/817.

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In the last decade, innovation has been regarded as one of the main strategies of enterprises to obtain competitive advantage, becoming a strategic issue in management. Thus, the term culture of innovation has long been employed in academic and business circles, especially in the sense of being a means propitiate of innovation development. However, a literature search showed that culture of innovation is a complex and recent topic that needs more research, and also identified that there is no specific studies on Brazilian companies small and medium sized businesses. Thus, this research aims to identify the cultural manifestations of industrial innovative small and medium size, it is possible to infer a culture of innovation, which provides product innovation in such firms. We conducted a survey of organizational culture by identifying cultural events proposed by Martin (2002): "cultural forms", "formal practices", "informal practices" and "content themes". These manifestations inferred from innovation culture. Therefore, we carried out a qualitative research, and study method multicase applied in three considered innovative companies that develop and manufacture innovative products, winners of FINEP Innovation Award. We used multiple sources of inferences for data collection: semi-structured interviews, non-participant observation and document analysis. 25 interviews were conducted. The analysis was performed according to the categorization process proposed by Flores (1994), opting for a open categorization, so that the analyzed data revealed manifestations more freely as possible. The results showed that the elements of common culture of innovation and the three companies surveyed that are providing innovation were, especially a "formal and informal learning", formal practices of human resources training and education and "selection and hiring , followed by "employee participation" and "market orientation". Although it is common for the three companies, the survey identified that each company has come a different way to build such elements, i.e. each company has its "ingredient" specific to innovate. Furthermore, research has shown that the performance of the founding leaders was one of the factors that contributed to the development of a culture of innovation.
Na última década, a inovação tem sido considerada como uma das principais estratégias das empresas para a obtenção de vantagem competitiva, se tornando um tema estratégico em administração. Diante disso, o termo cultura de inovação tem sido muito empregado nos meios empresariais e acadêmicos, principalmente no sentido de ser um dos meios propiciadores de desenvolvimento de inovações. No entanto, a pesquisa na literatura mostrou que cultura de inovação é um tema complexo, recente e que carece de mais investigação, bem como permitiu identificar que não há estudos específicos em empresas brasileiras de pequeno e médio porte. Assim, esta pesquisa tem por objetivo identificar as manifestações culturais das empresas industriais inovadoras de pequeno e médio porte, em que é possível inferir uma cultura de inovação, que propicia inovação de produto em tais empresas. Realizou-se a pesquisa de cultura organizacional por meio da identificação das manifestações culturais propostas por Martin (2002): formas culturais , práticas formais , práticas informais e temas de conteúdo . Dessas manifestações inferiu-se a cultura de inovação. Para tanto, realizou-se uma pesquisa qualitativa, tendo como método o estudo de multicasos, aplicado em três empresas consideradas inovadoras, que desenvolvem e fabricam produtos inovadores, ganhadoras do Prêmio FINEP de Inovação. Foram utilizadas múltiplas fontes de inferências para obtenção dos dados: entrevista semi-estruturada, observação não participante e análise de documentos. Foram realizadas 25 entrevistas. A análise dos resultados foi feita de acordo com o processo de categorização proposto por Flores (1994), optando-se por uma categorização aberta, de forma que os dados analisados revelassem as manifestações do modo mais livre possível. Os resultados da pesquisa mostraram que os elementos de cultura de inovação comuns as três empresas pesquisadas e que estão propiciando inovação foram, especialmente, a aprendizagem formal e informal , as práticas formais de recursos humanos de formação e capacitação e de seleção e contratação , seguida da participação dos empregados e da orientação para o mercado . Apesar de serem comuns as três empresas, a pesquisa identificou que cada empresa trilhou um caminho diferente para construir tais elementos, ou seja, cada empresa possui o seu ingrediente específico para inovar. Além disso, a pesquisa mostrou que a atuação dos líderes fundadores foi um dos fatores que mais contribuíram para o desenvolvimento de uma cultura de inovação.

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Slaughter, Christopher Lee. "Organizational Innovation's Moderation of Culture Effects on Company Financial Performance." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1423.

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Despite 40 years of research, little is known about what moderates the relationship between organizational culture and company financial performance. This quantitative study examined if innovation moderates the relationship between an organization's culture, as measured by the Denison Organizational Culture Survey, and a company's financial performance, as indicated by return on assets (ROA). Understanding if innovation moderates the relationship between organizational culture and ROA could help business leaders foster a culture that maximizes financial performance. Lewin's field theory was the theoretical foundation explaining organizational culture. Denison Consulting provided the archival dataset, which included organizational culture scores and ROA data for 104 publically traded companies. Companies were classified into 5 innovation quintiles. Pearson's correlation, ANOVA, and multiple regression analyses were used to test the hypotheses. The results indicated that ROA did not correlate with Denison's organizational culture dimensions of adaptability, mission, consistency, and involvement; the second highest and second lowest innovation quintiles had greater ROA at high levels of mission and consistency as compared to low levels of mission and consistency; and innovation moderated the relationship between organizational culture and ROA. Enabling companies to maximize their financial performance by adjusting their organizational culture in relationship to their innovation strategies could enable the creation of cutting-edge products and services, thereby generating positive social change.

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Sene, Jean Marie Latyre. "Universalité ou contingence du modèle transnational : les leçons du cas de l'Université Catholique de l'Afrique de l'Ouest (UCAO)." Thesis, Strasbourg, 2014. http://www.theses.fr/2014STRAB019/document.

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La firme transnationale, présentée comme modèle d’organisation pour faire face à la mondialisation et à la globalisation au début des années 90, par Bartlett & Ghoshal (1989), a inspiré plusieurs chercheurs. A travers cette recherche, nous avons voulu apporter un éclairage nouveau en intégrant des facteurs de contingence afin de voir si le modèle est universel, ou contingent. La problématique de cette thèse cherche à vérifier si : « la structure transnationale est une organisation réservée aux firmes ? ».A l’aide d’une étude de cas appliquée à une structure en réseau l’Université Catholique de l’Afrique de l’Ouest (UCAO) et en s’appuyant sur les théories existantes en matière de gestion et de gouvernance des entreprises multinationales, nos travaux empiriques portent sur un terrain de recherche expérimental, en contexte africain. Ce terrain, est illustré par une organisation à but non lucratif, d’inspiration ou d’obédience religieuse.Les résultats ont permis de se rendre compte que le modèle transnational peut être implanté dans ce genre d’organisation, mais il faut procéder par étapes pour arriver à une intégration globale de toutes ses activités opérationnelles et fonctionnelles, en commençant par celles qui sont jugées les plus pertinentes. L’impact de la religion et de l’organisation à but non lucratif (OBNL) a été mis en exergue en tant que facteurs jouant un rôle positif dans le cas étudié
Presented as an organization model to face globalization in the early 90’s by Bartlett & Ghoshal, The transnational has inspired lot of researchers.The problematic of this thesis aims to verify whether the transnational structure is an organization which fits firms only.With the help of a case study applied to a network structure “The catholic University of West Africa” and based on existing Theories in management and multinational governance, our work will attempt to test this hypothesis in an experimental research field in an African Context. This field is illustrated by a non-profit religious organization.The results allowed us to realize that the transnational model can be implemented in this kind of organization, but one should proceed step by step to achieve a global integration of all the operational and functional activities, starting by those alleged to be more relevant. The impact of religion and non-profit organization has been highlighted as factors playing a positive role in the studied cases

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Back, Linn, and Isabelle Landberg. "Culture as a Driver of Innovation Performance : A case study at the ASSA ABLOY Group." Thesis, KTH, Maskinkonstruktion (Inst.), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-157316.

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Innovation has become increasingly important for organizations to sustain their competitive advantage. Among the factors frequently put forward as drivers of innovation are for instance innovation strategies, -processes, -tools, and –methods. Alongside these traditional managerial means, there is also explicit focus on innovation climate and –culture. Organizational culture has been proposed as a key factor in explaining innovation in firms, in particular in the light of high-performing and innovative firms such as Google and Apple. There is growing evidence implying that cultures supporting new-product development processes can foster innovative behaviors (Jassawalla and Sashittal, 2002). This supportive organizational culture can be defined as an innovation culture. Nevertheless, despite its apparent importance there is limited research investigating the relationship between innovation performance and organizational culture (McLean, 2005). This study aims to describe an innovation culture and the potential inter-relations there are between innovation culture and innovation performance. The study based on an extensive literature study within the area of organizational culture from where an analytical framework was developed including the following cultural factors, which are proclaimed to stimulate innovation; challenging work, collaboration, competition, empowerment, encourage change, freedom, innovation support, open communication, organizational encouragement and risk-taking. Moreover, a framework for measuring innovation performance was developed where the innovation performance was divided into four dimensions in the innovation process; Ideation, Ideation Output, Implementation and Output. The study uses both qualitative and quantitative methods for collecting data in terms of 38 interviews and 510 useful survey answers from 13 organizations. Results from the interviews were summarized and analyzed within-case and cross-case, while the survey results were analyzed with a regression analysis for uncovering potential relations between the cultural factors and innovation performance. Main findings from the study are the outcome from the regression analysis confirming five of the ten cultural factors to be significant for innovation performance; competition, encourage change , innovation support, organizational encouragement and risk-taking. Further the study confirms a few specific factors of the innovation culture that have higher impact on the innovation performance in specific dimensions than others. By clarifying inter-relationships between innovation performance in specific dimensions and different aspects of innovation culture, an identification of a deficient innovation performance dimension opens up for changes in the innovation culture, enabling to deploy supportive processes, procedures and roles to reach concrete output. Keywords: organizational culture, innovation culture, innovation performance
Innovation har blivit allt viktigare för att bibehålla företags konkurrenskraft. Bland de faktorer som ofta framförts som drivkraft för innovation återfinns till exempel innovationsstrategier, -processer, -verktyg och -metoder. Vid sidan av dessa traditionella metoder finns det också ett uttalat fokus på innovationsklimat och -kultur. Organisationskultur har fastslagits som en viktig faktor för att förklara innovation i företag, i synnerhet hos högpresterande och innovativa företag som Google och Apple. Det finns allt fler bevis som pekar på att företagskultur som stöder nya produktutvecklingsprocesser kan främja innovativa beteenden (Jassawalla och Sashittal, 2002). Denna stödjande organisationskultur kan definieras som en innovationskultur . Trots sin uppenbara betydelse finns det dock förhållandevis lite forskning som undersöker sambandet mellan innovation och organisationskultur (McLean, 2005). Denna studie syftar till att beskriva en innovationskultur, samt hitta de inbördes relationer finns mellan innovationskultur och innovation. Baserat på en omfattande litteraturstudie inom organisationskultur utvecklades ett analytiskt ramverk. Följande kulturella faktorer som påstås stimulera innovation inkluderades; utmanande arbete, samarbete, tävling, egenmakt, uppmuntran till förändring, frihet, innovationssupport, organisatorisk uppmuntran, öppen kommunikation, och risktagande. Dessutom utvecklades ett ramverk för att mäta innovationsprestanda där den delades upp enligt fyra faser i innovationsprocessen; Ideation, Ideation output, Implementation och Output. Studien är en fallstudie och använder sig av både kvalitativa och kvantitativa metoder för insamling av data i form av 38 intervjuer och 620 enkätsvar från 13 olika företag. Resultaten från intervjuerna sammanfattades och analyserades within-case och cross-case. Resultat från enkäten analyserades med en regressionsanalys för att hitta eventuella relationer mellan de kulturella faktorerna och innovationsprestandan. Betydande resultat från studien är bland annat resultatet från regressionsanalysen som bekräftar fem av de tio kulturella faktorer signifikanta för innovationsarbetet; tävling, uppmuntran till förändring, innovationssupport, organisatorisk uppmuntran och risktagande. Vidare bekräftar studien att vissa faktorer inom innovationskultur har större påverkan på innovationsprestandan i specifika faser än andra. Genom att klargöra sambanden mellan innovationsprestanda i specifika faser och olika aspekter av innovationskulturen, kan en identifiering av en bristfällig innovationsprestanda i en av faserna öppna upp för förändringar i innovationskulturen. Detta möjliggör implementering av stödjande processer, rutiner och roller för att nå konkreta resultat. Nyckelord: företagskultur, innovationskultur, innovationsprestanda

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Chiu, Shiu-Ling, and 邱秀玲. "A Study on the Relationship between Innovative Culture of Organization and Performance of Administration Innovative Management in Educational Universities." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/jw9kgm.

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碩士
國立臺北科技大學
技術及職業教育研究所
96
The purpose of the study was to explore the relationship between innovative culture of organization and performance of administration innovative management in educational universities, hoping to offer some recommendations to educational universities to improve innovative culture of organization and administration innovative management. The research methods were literature review and questionnaire survey. First, related literature was reviewed to inquire about the meanings, dimension, and the measurement of innovative culture of organization and administration innovative management and the relationship between the two. Questionnaires were sent to 480 teachers and administrative assistants in educational universities. These teachers and administrative assistants were selected by stratified random sampling. Statistical methods used in this research are as follows: factor analysis, one sample t-test, independent t-test, and one-way ANOVA. After processing and analyzing the data, the researcher draws the following conclusions: 1. Innovative culture of organization included the level of the perception of the innovation culture of creation and the innovation culture of implementation reached moderate, and the level of perception of the innovation cultures of creation is higher than the innovation culture of implementation. 2. Administration innovative management included “the innovation of leadership concepts,” “the innovation of manpower skill,” “the innovation of constructive operation”, and “the innovation of service process”. Among them, “the innovation of leadership concepts” was up to medium-high level, the others were only medium level. 3. As for the organizational culture of innovation: there were significant differences in different age groups, administrative units and the location of schools in educational universities. 4. As for the performance of administration innovative management: there were significant differences in different age groups, administrative units and the location of schools in educational universities. 5. There was high positive canonical correlation between innovative culture of organization and administration innovative management in educational universities.

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Chen, Ting-Yun, and 陳丁雲. "The effect of organization culture and innovation on organization performance." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/36460231551525568979.

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碩士
國立中山大學
企業管理學系研究所
94
The advancement of time has expedited the transfer of information, and the speed of technology evolution has also increased. Business enterprises can continue to increase its organization performance through organization innovation. Therefore organization innovation is the key success factor of future business enterprises. However, organization innovation is grounded on organization culture. Hence the research problem of this study is the influence of organization culture and innovation on performance. Companies in the Kaohsiung County and City were studied. Through questionnaire survey and data analysis, the following results were found: 1. Respondents expressed positive viewpoints toward influence of organization culture and innovation on performance. With respect to organization culture, bureaucratic and supportive types of culture showed more significant influence than innovative culture on organization performance. 2. The operation of organization culture and innovation showed positive influence on organization performance. The more emphasis is placed on the operation of organization culture and innovation, the more that a business enterprise can nurture its core competence and hence enhance its organization performance. 【Key Words】: Organization Culture, Organization Innovation, Organization Performance

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HUANG, LI JIN, and 黃麗錦. "A Study on the Innovative Culture of Organization, Knowledge Management Satisfaction and Organizational Effectiveness－An Example of Kaohsiung City Government." Thesis, 2012. http://ndltd.ncl.edu.tw/handle/63533280589282215922.

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碩士
國立高雄應用科技大學
人力資源發展系
100
Abstract The study aims to discuss the relationship among organizational innovative culture, knowledge management satisfaction and organizational effectiveness in Kaohsiung City Government. The method adopted in the study is questionnaire survey. The research subjects are the formal staff in Kaohsiung City Government. The questionnaires are distributed by stratified purposeful sampling. This study has distributed 587 samples and collected 573 ones. The number of effective samples is 555 with the effective rate of 94.63%. The data are analyzed by narrative statistics, t-test, one way ANOVA, Pearson product-moment correlation coefficient and multiple regression. The results are following: 1. When it comes to the feeling of organizational innovative culture, knowledge management satisfaction and organizational effectiveness in Kaohsiung City Government, the result is “Fine” and attains the “high-intermediary” level. The staff feels the best on the aspects of “member encouragement,” “knowledge application” and “service quality.” 2. Women, supervisors and the staff in the unit whose number of persons is under 10 and between 20 and 30 are more aware of organizational innovative culture. 3. There are no significant differences on the variable “staff background” in knowledge management satisfaction. 4. Women, supervisors with junior rank and the staff in the unit whose number of persons is under 11 and 20 are significantly aware of organizational effectiveness. 5. There is significant correlation among organizational innovative culture, knowledge management satisfaction and organizational effectiveness in Kaohsiung City Government. 6. Knowledge management satisfaction in Kaohsiung City Government can be predicted by organizational innovative culture. Among them, “task autonomy” of organizational innovative culture is more predictive, and the explained variance is 38.1%. 7. Organizational effectiveness in Kaohsiung City Government can be predicted by organizational innovative culture and knowledge management satisfaction. Among them, “task autonomy” of organizational innovative culture is more predictive, and the explained variance is 45.5%. According to research results,the author provides recommendations such as enhancing “interaction between organization members”, “authorization mechanisms of civil servants”, “professional training courses”, “organization support systems”, “knowledge sharing between organization members”, “communication platform for conference”, “transformation for leadership values”, “application on digital cloud services” and “participation for innovation activities”. By looking forward to offering sugestions for the members and the authorities in Kaohsiung City Government.

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Yeh, Chu-Ni, and 葉竹倪. "Organization Culture for Organization Innovation and OrganizationIdentification for Knowledge Transfer and Learning Organizational Type as the Moderator." Thesis, 2013. http://ndltd.ncl.edu.tw/handle/74001234158781358547.

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碩士
健行科技大學
國際企業管理研究所
101
In the global competitive environment, the organizations have to continue learn from each other and innovation.In this study, The Learning Organizational, Organizational Culture and Knowledge Transfer for Organization Innovation and Organizational Identification on the impact . The purpose of this study tries to find the SEMKnowledge Transfer andLearning Organizational with Organizational Culture, Organizational Innovation and organizational Identification relationship. The questionnaires distributed as convenience sampling method and a total of 320 questionnaires were distributed. The actual return rate was 61.88%.The results showed that：(1)The Organizational Culture and Knowledge Transfer has positive significant relationship; (2)The Knowledge Transfer and Learning Organizational has positive significant relationship; (3)TheOrganizational Culture and Knowledge Transfer negative significant relationship; (4)The Knowledge Transfer and Organizational Innovation has negative significant relationship; (5)The Organizational Culture and Organizational Innovation has negative significant relationship; (6)The Learning Organizational and Organizational Innovation has positive significant relationship; (7) Knowledge Transfer and Organizational Identification has negative significant relationship; (8) The Organizational Culture and Organizational Innovation has negative significant relationship; (9)The Organizational Innovation and Organizational Identification has negative significant relationship; (10)The Learning Organizational as the moderator withOrganizational Culture and Organizational Identification; (11)The Knowledge Transfer as the moderator with Organizational Culture and Learning Organizational.

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Hsu, Hsuan Ling, and 徐瑄翎. "A Study of Leadership style, Organization culture, Service Innovation and Organization Performance." Thesis, 2013. http://ndltd.ncl.edu.tw/handle/00043209085540612252.

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碩士
國立臺北商業技術學院
商學研究所
101
Most studies examined the relation among leadership style, organization culture and organization performance. Many scholars also examined the association between organization culture and organization performance. But few studies investigate the impact of service innovation and organization performance. In recent years, because of the keen competition in global environment, there are significant changes in our industrial structure. The service industry accounted for 70% of GDP, so it is an important point for our service industry. If a firm wants to make organization to improve higher performance, you have to create the innovation. According to the results, the service innovation impact on the leadership style and organizational culture has a moderator-mediator, the leadership style has a positive impact on organizational culture, transactional Leadership and organizational culture has a positive impact on service innovation, and service innovation has a positive on organizational performance. The results of this study suggested that the only way is to continue the innovation competition of firm in the environment, and service innovation can existing services products to be amended and improve that also able to produce new products and services, and service innovation is not only to understand the customer's needs, but also to help employees understand the importance of service, and then bring better performance for the organization, and a good leader and the organization's culture is not only a better atmosphere for the organization make employees identify with, play the usual standards and service innovation, it able to improve the better performance in the organization .To form of the innovation competition by competitive advantage and continuing organization innovation.

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Huang, Jen-Chi, and 黃仁祈. "A Study on The Relationships among Organization Culture, Organization Learning,Organization Innovation and Core Competency." Thesis, 2003. http://ndltd.ncl.edu.tw/handle/09899792318193044490.

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碩士
國立成功大學
高階管理碩士在職專班
91
In order to maintain the strong competitive strength, stay in the battle field of global manufacturing industry to compete with manufactures around the world, many efforts need to be exercised and practiced among Taiwanese manufacturing industry. One of these important practices is Organization Innovation. We believe that accumulation of innovation and research results through organizational approach can build up strong core competency, also possess the competitive strength in the global market. However, the foundation of Organization Innovation is organization learning, which also in turns need organization culture, a platform to support all the efforts. 　　The research focus on the competitive strength of manufacturing company through the study of four aspects: organization culture, organization learning, organization innovation and core competency. 　　The research is conducted through literature survey, questionnaires design, sampling design, questionnaire survey and survey result analysis. The result of the study are: 1. All participants express strong and positive intention on the important relevance for all four aspects, organization culture, learning, innovation and core competence. Most of company considered themselves achieved better on the following four developments: Strong tie of departmental objectives with corporate strategies; corporate vision and strategy will adapt with the changing environment and optimized; Value and put extra effort on R&D of New services and products; Keep excellent long-term relationship with vendors and customers. 2.Among all surveyed industries, Information and communications industry lay great stress on R&D, keep excellent vendors and customers relationship, employees show great concern on corporate vision and strategy, all of which has indicated this industry is most vital. The Joint venture company show the best stimulation and inspiring efforts, systematic thinking of operations, vendors and customers relationship and internal resources integration. 3.In the process of facilitating actions relevant to organization culture, organization learning, and organization innovation, we have observed strong and positive influence on each other, i.e. upgrading on one aspect will improve the effect on the other two aspects. 4.In addition to the mutual reinforcement to each other, the improvement of these three aspects will post positive effect on core competency, which means the company who value organization culture, organization learning, and organization innovation strongly will also has strong intention to build up core competence and has good chance to improve and upgrade.

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Huei, Wang Tsung, and 王聰輝. "The Effect of Innovative Organization Culture on Yield Ramping-The Analysis of Semiconductor Manufacturing in Taiwan." Thesis, 2005. http://ndltd.ncl.edu.tw/handle/41753694889868971411.

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碩士
國立臺灣科技大學
管理研究所
93
ABSTRACT Organizational culture is becoming one of the major fields in organization theory in 1980s. There are also abundant researches in organizational culture discussing what kind of innovative culture is beneficial to make organization more innovative. The contribution of innovational organization to business performance is widely discussed. The firms such as Semiconductor industry is in a highly competitive world of fast changing technology. The rapid evolution of production process results in short product life cycle and the complexity of technology make it very challenge to achieve high yield. The ability of organization to achieve mature yields in a highly competitive world enables the semiconductor manufacturing to improve control over their manufacturing processes, as well as increase their yields and device value — thus maximizing their ROI and lowering their manufacturing costs. To know what is the organizational culture could make organization more innovative and what kind of innovative culture is good for the semiconductor company to accelerate yield ramp is very important. This thesis is the first study about how innovative culture and performance management affect semiconductor manufacturers’ yield ramp. This research reveals that the innovative culture and outcome performance management are very important in yield ramp. The innovative culture and outcome performance management will help semiconductor manufacturing company to achieve their yield ramp potentially great than 2X faster.

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Wang, Ming-Huei, and 王銘慧. "A study on the relationships Chinese leadership, Organizational culture, Learning organization,influence on Lrganizational innovation." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/17446747140120589329.

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碩士
國立雲林科技大學
工業工程與管理系
104
In recent years，Changes in the environment constantly，As competitive advantage to continue to create new products、The new process or management，Differences in the management of Chinese leadership and organizational culture to create a learning organization there are important factors，And their staff in a good learning organization affect the organization in the management or technical innovation of whether differences exist。Therefore，the present study Chinese leadership and organizational culture as before due to organizational innovation variables，While further analysis on whether the learning organization antecedent variables produce intermediary results。 Discussion Document by this study，Extraction of the relevant questions of，And one each in services and manufacturing Yunlin area as the research object，In questionnaire survey research，220 questionnaires were distributed，190 valid questionnaires， the effective response rate was 86.4%。 That the following conclusions by results of the analysis: 1.To make the parent leadership style of the clan type culture has a higher positive influence，no significant influence bureaucratic culture on leadership style。 2.For the pro-collar style guide team learning and mental models have a higher positive influence。 3.And as for the division between the pro-organizational innovation has a positive influence。 4.Clan-type culture and adaptive culture of learning organization has a positive influence，and bureaucratic culture no significant differences。 5.There are significant differences between organizational culture and organizational innovation， but there is no significant difference in task-based culture of management innovation。 6.Team learning, mental models， shared vision of organizational innovation has a positive influence。 7.Learning organization between Chinese leadership and organizational innovation generating portion intermediary results，and for the parent to complete mediation effect。 8.Learning organization between organizational culture and organizational innovation generating portion intermediary results，and task-based culture as a mediator effect。

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Liou, Shu Ning, and 劉淑寧. "The effects of individual culture value、efficacy perception and organization justice on individual knowledge network and employee’s innovative behavior." Thesis, 2005. http://ndltd.ncl.edu.tw/handle/28554064058023582622.

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博士
國立彰化師範大學
工業教育與技術學系
93
The purposes of this research were to explore the relationship among individual culture value, efficacy perception, organization justice, individual knowledge network and employee’s innovative behavior. The study, based on the questionnaire survey from the fields of bank and insurance, uses hierarchical and block regression analysis to examine individual knowledge network (diversity & relationship strength) as a mediating variable among idiocentrism, allocentrism and employee’s innovative behavior; and self-efficacy and organization justice as moderator variables among idiocentrism, allocentrism, individual knowledge network (diversity & relationship strength) and employee’s innovative behavior. The study results indicate that (a) idiocentrism and allocentrism have direct effects on employee’s innovative behavior, (b) knowledge network relationship strength mediates the relationship between allocentrism and employee’s innovative behavior, (c) self-efficacy moderates the relationship between idiocentrism and individual knowledge network and innovative behavior, (d) the two-way interactive effect of idiocentrism and self-efficacy on employee’s innovative behavior is mediated through individual knowledge network, (e) procedural justice moderates the relationship between allocentrism and employee’s innovative behavior. The research results indicate the importance of the roles of self-efficacy, organization justice and individual knowledge network in the employee’s innovative behavior.

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ZHOU, YU-JUN, and 周宇君. "The Study on Relationship among Chinese Indigenous Personality,Organizational Culture,Innovative Behavior." Thesis, 2015. http://ndltd.ncl.edu.tw/handle/89521545389529213884.

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碩士
輔仁大學
心理學系
103
The purpose of a study is to explored Chinese Indigenous Personality Traits， Organizational Culture， Innovative behavior and interaction among the three in Chinese organization. Besides， organization will take the result into consideration for fostering personal innovative ability and recruitment. The survey was conducted in a sample of 101 employees and their supervisors in the finance and insurance sector. Results of data analysis showed that the Face of Chinese indigenous personality traits has a positive influence with individual innovative behavior in idea generation ;Hierarchy culture has negative influence with individual innovative behavior in idea promotion s， It was also found that the relation between Traditionalism –Modernity and innovative behavior was moderated by Adhocracy culture .

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Chen, Yu-Chen, and 陳宥蓁. "A Research on Creating Ideal Organizational Culture in Nonprofit Social Welfare Organizations: Observing from Supportive and Innovative Viewpoints." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/4epf7r.

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Abstract:

碩士
東海大學
第三部門碩士在職專班
104
The research investigates the creation of ideal organizational culture in nonprofit social welfare organizations mainly from the viewpoint of leadership theory and learning interactionism. On the basis that organizational culture is a pattern of shared basic assumptions, which has worked well, learned by a group as it solved its internal and external problems and to be passed on to others, the research explores the ways of creating organizational culture in nonprofit social welfare organizations, observing from supportive and innovative viewpoints, and the types of ideal organizational culture benefiting problem solving internally and externally. Accordingly an empirical analysis and research suggestions are made as a reference for nonprofit organizations providing social welfare services. The researcher firstly explains the crucial influence of organizational culture and reviews the literature related to organizational culture. Then, the researcher adopts in-depth interviews within the realm of qualitative research and selects nine operating nonprofit social welfare organizations by the years of organization divided into short-term, medium-term and long-term using purposive sampling method, which were classified as excellent foundation in 2014 by the Ministry of Health and Welfare, for conducting interviews in order to collect their practical experiences of creating ideal supportive and innovative organizational cultures. According to the research findings, in nonprofit social welfare organizations, there are two practices of creating supportive organizational culture, including decision-making and exemplary leadership behaviors as well as conceptual and operational learning interactions, and five practices of creating innovative organizational culture, including organization development of organizational structure and function, diversified resource linkages, community-oriented services, refined services and social enterprise management. In addition, the type of ideal organizational culture in nonprofit social welfare organizations is both supportive and innovative but showing strong tendency to supportive type.

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45

CHEN, YI-CHING, and 陳怡靜. "An Empirical Study of the Relationships among Service Innovation、Organization Culture and Organization Performance in Banking Industry." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/kd9uja.

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碩士
長榮大學
高階管理碩士在職專班(EMBA)
104
The advance of time has hastened information transfer and technological innovation. Banking industry could promote the organizational performance with constant service innovation which therefore becomes a key success factor in future enterprises. Nonetheless, organizational culture is the basis of service innovation. An empirical research on Land Bank of Taiwan is therefore preceded based on the correlations among service innovation, organizational culture, and organizational performance in financial industry. Questionnaire survey and SPSS 22.0 was being used to complete the statistical analysis,factor analysis, reliability analysis , multiple regression analysis, and We got the following results. 1. The participants express positive effects of service innovation, organizational culture, and organizational performance. In terms of organizational culture, innovative culture presents more significant effects on organizational performance than bureaucratic and supportive culture. 2. The operation of organizational culture and service innovation does appear positive effects on organizational performance of an enterprise. In other words, stressing more on the operation of organizational culture and service innovation could cultivate the core capability of an enterprise to further promote the organizational performance. 3. Organizational culture shows remarkable mediation on the effect of service innovation on organizational performance. It proves the positive effect of service innovation on the promotion of organizational performance that the three variables are closely related.

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46

Min-I, Chen, and 陳敏宜. "Building Innovative Organizational Culture through Building Hero: A Case Study in Service Industry." Thesis, 2015. http://ndltd.ncl.edu.tw/handle/ajb6d8.

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碩士
輔仁大學
國際創業與經營管理學程碩士在職專班
103
Walt Disney World is a honored and well-known amusement park in the whole world. The service they offer makes people surprisedand also makes them want to visit again. Their success is not thanks to the MAGIC, which they considered as their transferable assets, but due to the organizational culture. The Disney organizational culture not only includes the cooperate core value but also the valuable effort of the cast members, since they are the first contact customers have with this company. Organizational culture is the highest value, basics beliefs and the code of conduct in a corporation. It also represents the collective values and principles of the organizational members and it is a productof history, market, management style and strategies. Therefore this culture affects the way people and groups interact with each other and the client.

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Chu, Pi-Fen, and 屈碧雰. "THE STUDY OF RELATIONSHIPS AMONG EMPLOYEE SUGGESTION SYSTEM、CORPORATE CULTURE AND ORGANIZATION INNOVATION." Thesis, 2003. http://ndltd.ncl.edu.tw/handle/89306429360442099283.

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Lo, Wan-Nien, and 羅萬年. "The Impact of Transformational Leadership and Innovative Culture on Job Satisfaction for R&D Personnel: The Mediating Effect of Person-Organization Fit." Thesis, 2007. http://ndltd.ncl.edu.tw/handle/3qy3xw.

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碩士
國立東華大學
企業管理學系
95
This research attempt to explore the relationships among transformational leadership, culture of innovation, P-O (Person-Organization) fit and job satisfaction in term of the employees’ trust for their supervisor and organization. Furthermore the research also tries to identify the P-O Fit and Job Satisfaction which affect. And affiliation by questionnaire survey way, conducts the real diagnosis research, expect to provides organizes the leader solid service by this findings achievement the reference. The research is focus on R&D peoples which work on server ODM suppliers in Taiwan. The people are means they are working on research, innovation, development and execution tasks in R&D department. This research asked the volume way carries on the investigation, various companies R&D to provide asks the volume, altogether recycles 547 effective recycling to ask the volume. Depending on the analysis of real evidences, this research results that (1) Transformation leadership has positive effect on P-O Fit. (2) Transformation leadership has positive effect on Job Satisfaction. (3) P-O Fit has positive effect on Job Satisfaction. (4) The culture of innovation has positive effect P-O Fit. (5) The culture of innovation has positive effect Job Satisfaction. (6) The P-O Fit is showed mediate effect between Transformation leadership and Job Satisfaction. The moderate effect of P-O Fit is not significant. (7) The P-O Fit is showed mediate effect between Culture of innovation and Job Satisfaction. The moderate effect of P-O Fit is significant. Finally, we make some suggestions for the practice and further study

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Chang, Cheng-Wei, and 張成瑋. "The Influence of Leadership Style and Self-Efficacy on Organizational Affective Commitment –An Intervening Test for Organizational Innovative Culture." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/wtsh9f.

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碩士
健行科技大學
國際企業經營系碩士在職專班
104
Humans are social animals, and all of their activities are almost confined to the society. Man, machine, material, measurement, and method are the five elements for manufacturing process management. Among them, human management is the most critical section in the industry. Even if a company has the best equipment, sufficient supply of raw materials, and standard operation procedure, all efforts will be in vain if no personnel can do implementation. This study is aimed at the grass-roots workers in electronic equipment manufacturing industry. A total of 250 questionnaires were sent out and 222 of them were returned with 8 invalid. There were 214 valid questionnaires, with validity rate of 85.6%. Hypothesis test and intervening test analyses were carried out with structural equation modeling (SEM). The results show that leadership style has a significant influenceon affective commitment to the organization, leadership style has a mediating effect on the innovation culture in organizational affective commitment, employees’ self-efficacy has a full mediating effect on the innovation culture in organizational affective commitment, and employees’ self-efficacy has an insignificant influence on affective commitment to the organization. The results also show thatthe level of employees’ commitment to their organization not only is affected by the superintendent’s leadership style, but also will indirectly affect the organization affective commitment because the employees, driven by their own self-efficacy, tend to select innovative culture. Therefore, an enterprise should both value its leadership style and examine its culture to see if it keeps up with the times. Only with constant innovation willan enterprise retain talent and achieve sustainable development.

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hung, szu-hang, and 洪司航. "The Study on the Relationship among Leadership Style、Organization Culture and Organization innovation - Science and Technology Industry in Taiwan as an Example." Thesis, 2012. http://ndltd.ncl.edu.tw/handle/8pfvs3.

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碩士
逢甲大學
經營管理碩士在職專班
100
With the technological and economic environment changes, the value of the company focuses on organization''s core competitiveness gradually, and we find that organization''s core competitiveness are related to innovation capacity, leadership style , and organizational culture. There are many international journals discusses about leadership style , organizational culture and organizational innovation, but study results are applicable to Taiwan enterprises remains to be seen , therefore, the main purpose of this study is to explore the relationship among leadership style organizational culture, and organizational innovation of Taiwan’s technology industry , I hope that the results of the study can help business decision makers to make the right strategic adjustments . The main results of this study are as follows: 1. Leadership style has significant influences on organizational culture. 2.Leadership style has significant influences on organizational innovation 3.Organizational culture has significant influences on organizational innovation Keyword: leadership style、organizational culture、organizational innovation .

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Dissertations / Theses on the topic 'Innovative culture of organization'

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