فرهنگ نوآوری حمایتی : تاثیر ارزشهای سازمانی در فرآیند نوآوری

For managers, innovation is vital, but paradoxical, requiring flexibility and empowerment, as well as control and efficiency. Increasingly, studies stress organizational culture as a key to managing innovation. Yet innovation-supportive culture remains an intricate and amorphous phenomenon. In response, we explore how organizational values – a foundational building block of culture – impact a particular process innovation, the implementation of advanced manufacturing technology (AMT). To unpack this scarcely studied construct, we examine three-dimensions of organizational values: value profiles, value congruence and value–practice interactions.

Innovation offers a critical source of sustainable competitive advantage. Indeed, Christensen (1999) describes the management of innovation – in its many forms – as an overriding responsibility of today's managers. Product innovation, for instance, entails developing new goods and services. Managing such innovation may help firms meet or even drive changing market demands. Likewise, process innovation involves creating or improving methods of production, service or administrative operations. Effective process innovation may enhance organizational efficiency and responsiveness (Damanpour and Gopalakrishnan, 2001).