Abstract
Article history: Received June 4, 2014 Accepted 12 October 2014 Available online October 17 2014 This paper presents an empirical investigation to study the effects of organizational culture on individual’s innovation. The study designs a questionnaire consists of 30 questions in Likert scale, which has 4 main categories and 16 sub-categories. The main hypothesis of the survey investigates whether or there is a positive relationship between organizational culture and individual’s innovation. Using Spearman correlation ratio as well as stepwise regression technique, the study has confirmed a positive and meaningful relationship between organizational culture and individual’s innovation. In addition, there are positive and meaningful relationship between individual’s innovation and knowledge sharing, top management support, supporting mechanism and management’s accepting criticism. © 2014 Growing Science Ltd. All rights reserved. Organizational culture Innovation Creativity Individual’s innovation
Highlights
Innovation is a new idea and can be viewed as the application of better solutions, which meet new requirements or existing market requirements and it is accomplished through effective services, technologies, or ideas available to markets, governments and society (Afuah, 2003; Boan & Funderburk, 2003)
The highest correlation is between supporting mechanisms and knowledge sharing (r = 0.981, Sig. = 0.000) followed by management’s accepting criticism and knowledge sharing (r = 0.9781, Sig. = 0.000)
We have presented an empirical investigation to study the effects of various factors on individual’s innovation
Summary
Innovation is a new idea and can be viewed as the application of better solutions, which meet new requirements or existing market requirements and it is accomplished through effective services, technologies, or ideas available to markets, governments and society (Afuah, 2003; Boan & Funderburk, 2003). Most firms are getting increasingly diverse in terms of gender, race, ethnicity, and nationality (Brown et al, 2011; Schein, 1990) This diversity creates some advantages such as better decision making, bigger creativity and innovation, and better marketing to various kinds of customers. Daft (1978) investigated the role of administrators and technical employees in the process leading to innovation adoption He reported that two distinct innovation processes, bottom-up and top-down, could exist in firms. Valencia et al (2010) studied the relationships between organizational culture and product innovation They reported that organizational culture could be considered as one of the primary elements in both enhancing and inhibiting innovation. They reported that creativity was positively associated with daily planning behavior, confidence on long-range planning, perceived control of time and tenacity and negatively associated with preference for disorganization
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