Abstract
Organizational culture (OC) is one of the key factors that enables the development of innovation. A great deal of research has analyzed the characteristics that make up an innovation-focused OC; however, none have unified them. This article analyzes and integrates the literature on the characteristics of an innovation OC. Its objective was to test whether there is a specific set of distinctive characteristics of an innovation-focused OC that, once identified, can be implemented and developed by firms. To this end, this study proposed and tested a model for measuring the innovation orientation of an OC. This study collected samples from small- and medium-sized companies from the oil-producing states of Mexico, obtaining information from 176 companies. To determine the group of characteristics that make up an organizational culture of innovation (OCI), the authors applied non-experimental, descriptive, transactional research with a quantitative approach. Results were obtained through the application of the following statistical techniques: Bonnet test, KMO index, Bartlett’s sphericity, Chi-square, confirmatory factor analysis, Cronbach’s alpha, principal component analysis and structural equations, which made it possible to measure the level of innovation of the OCI of these companies and to determine the characteristics that comprise it. The proposed model allowed us to identify the existence of a specific group of behavioral characteristics that emanate from a company’s personnel and another group of characteristics that arise from the company itself. Both integrated groups determine whether the OC is focused on innovation. The results also confirmed that the level of innovation of a company depends greatly on its personnel. The authors found no previous work that analyzed these characteristics from the joint perspectives of employees, middle managers and managers. This research considered the opinions of these agents, which confers greater veracity to the findings obtained. The limitations and implications are listed at the end of the study.
Highlights
Due to the current trend of globalization, organizations are immersed in a changing environment, where competitive advantages are difficult to maintain
As we indicated in the introduction, their weight in the economy and in employment, and the entry of new competitors require local companies to be more oriented towards innovation as a strategy to be more competitive
This method consists of weighting the answers obtained from the set of questions in the questionnaire and, according to the results of the study, the level of innovation of the Organizational culture (OC) of the companies in the sample can be shown
Summary
Due to the current trend of globalization, organizations are immersed in a changing environment, where competitive advantages are difficult to maintain. In the 1980s, innovation was seen as the development of a process, product, technique or service based on a need by applying an idea [14] to achieve the fundamental objectives that would allow a transformation of the established ways of doing something determined, accepted and/or adopted by society by using new knowledge [15] At this time, the use of the words “idea” and “development” increased in discussions of the concept. An interest in “culture” increased in the second half of the 20th century Research at this time sought the best way to organize and manage a company, so the development of the concept of OC began to focus on human relations. Due to the way in which employees related to each other, to customers and to external agents, the term OC was used as a synonym for organizational climate [20].
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