Otel İşletmelerinde Cameron-Quinn Örgüt Kültürü Tiplerinin Yenilikçiliğe Etkisi (The Effect of Cameron-Quinn Organizational Culture Types on Innovation in Hotel Enterprises)

Abstract

Hotel enterprises in the tourism sector are businesses that are trying to maintain their presence in an intense competitive environment both locally and globally. One of the factors that hotel enterprises can achieve success is become different. Being different is possible with innovations those made by enterprises. This research aims to reveal the relationship between Cameron-Quinn organizational culture types and innovativeness in hotel businesses. 405 questionnaires were reached, in the research conducted in 53 four and five star hotel enterprises which located within the Mugla province. It was tried to determine the types of organizational culture perceived by the employees and it was tried to reveal the relationship between these organizational culture types and innovativeness of hotel with the obtained data. Reliability and validity analyzes were conducted in the analysis of the data, factor analysis was carried out to determine the organizational culture types and multiple regression analysis was applied to determine the effect of organizational culture types to innovation. As a result of the research; it was found that adhocracy and clan culture types have a meaningful and positive relationship with innovation, hierarchy organizational culture type has a meaningful and negative relationship with innovation and the market organizational culture type has no significant relationship with the innovation.