Content uploaded by Katarzyna Szczepańska-Woszczyna
Author content
All content in this area was uploaded by Katarzyna Szczepańska-Woszczyna on Dec 08, 2014
Content may be subject to copyright.
kszczepanska@wsb.edu.pl
Academy of Business in Dąbrowa Górnicza, Poland
Abstract
The relationship of organizational culture and innovation has been subject
to different research over the last years. The multitude of cultural variables
under investigation has led to a fragmented concept of culture for innova-
tion. Further, managerial practice requires an underlying structure in order
to decide what culture should be implemented in order to innovate and to
assess if a specific culture is an effective and efficient coordination instru-
ment. The purpose of this article is to identify the elements of organizational
culture in companies implementing innovation and to attempt to present its
model. The paper presents the findings of the research conducted in Polish
companies operating in the Province of Silesia.
Key words: organizational culture, innovation, determinants and barriers to
innovation, innovation-oriented culture
Introduction
Both in literature and in research a lot of attention is paid to identifying
sources of innovation, as well as the determinants and barriers to innova-
tion. The prerequisites of innovation include the resources directly affect-
ing innovation: human capital (in particular its competences, including the
level of education and qualifications, knowledge and skills of employees,
research staff, as well as leadership skills of managers and continuity of
management guaranteeing the long-term character of innovation processes),
accumulated knowledge (measured by expenditure on research), material
and financial resources (machinery, equipment, buildings, licenses and pat-
ents), organizational resources (including the size of the company, which
is associated with motivation and dynamics of innovation) (Balcerowicz,
Forum Scientiae Oeconomia Volume 2 (2014) No. 3
28
Wziątek-Kubiak, 2009: 17; Francik, Pocztowski, 1991: 27). Undoubtedly,
however, a human factor plays a very significant role in the innovation proc-
ess: personality of managers managing teams of employees, willingness
and motivation of managers to take risks, the attitude of employees, and
what the employee – employer interactions consist of, i.e. organizational
culture. According to West (2000: 90), organizational culture crucially pre-
vents or facilitates the implementation and maintenance of innovation in the
organization. According to Maher (2014), organizational culture is a major
factor which affects the speed and frequency of innovation.
1. Organizational culture
It is a difficult task to define the concept of “organizational culture”.
Definitions take different shapes depending on the concept they reflect,
their authors’ approaches and emphases. Research and practical experience
of the 1980s revealed two different approaches to defining corporate culture.
In the first one, culture is treated as an internal subsystem of the organiza-
tion, allowing individuals to adapt to the environment. In this approach, the
company has a culture. This approach is descriptive and it is often sufficient
to make a list of some features of company “personality”. In the second ap-
proach, the company is treated as a culture, i.e., a system of knowledge that
each of its members can interpret through their mind. This approach allows
access to the dynamics of the social system in all its complexity, and then it
leads to the concept of corporate identity (Steinman, Schreyogg, 1992: 319;
Strategor, 1995: 512). Ouchi defines organizational culture as a set of sym-
bols, ceremonies and myths that enable participants to understand their un-
derlying organizational assumptions and values (Koźmiński, Obłój, 1989:
202). Koźmiński defines organizational culture as a sort of genetic code
of the community, which is in the social awareness and which causes re-
peatability of both individual and collective behaviours, images, emotions
and attitudes. According to Weis and Wiest, corporate culture is a system
of values, norms and symbols typical for a company, which develop over
a long time, and its result is the establishment of best practices for the entire
social group and the specific hierarchy of values. Zbiegień-Maciag defines
organizational culture as a way of perceiving, thinking, feeling, reacting
shared by company employees, which is often deeply hidden in human
minds, and even unnoticed. It highlights what is common, what integrates,
unites, stabilizes, and thus reduces uncertainty. This is a product of coex-
istence, interaction, cooperation of all employees (Zbiegień-Maciąg, 1994:
18). A definition of organizational culture which has been widely adopt-
ed by researchers dealing with this area of knowledge was formulated by
The importance of organizational culture for innovation in the company
29
E. Schein. In his opinion, culture is the entire fundamental assumptions
that a given group has invented, discovered or developed while learning to
solve problems of adaptation to the environment and internal integration.
These assumptions have been proved by the practice to such an extent that
they can be considered as relevant and true so they can be instilled in each
new member of the group as a correct method of feeling and perception, the
correct way of thinking about the problems of teamwork (Strategor, 1995:
512). Common elements can be found in all of these definitions. They high-
light the assumptions, norms and values of the participants and the resulting
ways of action or behaviour. It is a kind of mental community understood as
the basis of the entire organizing activity and underlying the specific tasks
that the organization has to complete.
In order to ensure company development it is necessary for managers
to be enterprising and continuously interested in innovation activity of
a diverse nature, from the groundbreaking and pioneering innovations to
minor modernization that bring measurable effects (Flaszewska, Szyman-
ska, 2013: 261). Organisations that want to be innovative must transform
their organizational culture so that it has pro-innovative character.
Loewe, Dominiquini (2006: 24-25) believe that organizational culture
and values are one of the four – in addition to leadership behaviours, man-
agement processes, people and skills – key areas for effective implementa-
tion of innovation. On the basis of these areas, sustainable internal compe-
tence is built for innovation as a continuous process, not incidental, short-
term effort (Figure 1).
Figure 1. Key areas of a systemic innovation capability.
Source: Loewe, Dominiquini, 2006: 26.
Forum Scientiae Oeconomia Volume 2 (2014) No. 3
30
Organizational culture can effectively promote or inhibit cooperation,
exchange of knowledge, experience and ideas. Open culture, promoting the
participation of all team members in the creative process, is favourable to
the activity and initiative of employees, while culture based on strong con-
trol is definitely not conducive to creativity and innovation. Cultures aimed
at developing innovation and creating suitable conditions for doing so are
characterized by dynamism, flexibility, fast adaptation to changing condi-
tions, and non-stereotypical solutions. A key to the development of innova-
tion in an organization is support, and encouragement for every employee
to seek and discover unconventional, non-standard ways of achieving ob-
jectives and performing tasks. Thanks to the participation, an employee
has greater responsibility, but also bigger motivation (he/she is not only the
“robot”, an individual carrying out a superior’s order). However, it is neces-
sary to create an environment giving a sense of security, lack of fear, both of
criticism and “theft” of the idea by co-workers, and a transparent incentive
system taking into account the initiative of employees and rewarding for
their active participation in the innovation process, while allowing and ac-
cepting impractical solutions, mistakes and risk associated with them. The
efficient flow of information is also important- understanding the reasons
for and benefits of the changes by all sides involved is necessary for their
effective implementation. Personality of team managers, who initiate new
projects, or give the “green light” to the initiatives submitted by employees,
is also significant (Brouwer, 2002: 83-105; Schumpeter, 2002; Szczepańska-
Woszczyna, 2014:13). Excessive formalization and bureaucratization of
processes, as well as extensive control structures are not conducive to inno-
vation. They both delay the decision-making processes, and inhibit the cre-
ativity of employees (Fabrowska, 2010, 44-45; Loewe, Dominiquini, 2006:
26-28; Januszewska, 56).
Organizational culture plays an important role in organisations, regulat-
ing the behaviour of participants, and in extreme cases – of the organisation
as a whole. If the organisation works in a similar and stabilized manner for
some time, achieving goals and successes, its participants (or at least widely
understood management staff) learn certain patterns of behaviour, accept
standards that consistently reinforce further successes. So organizational
culture is formed as “idealization of common experience.” It primarily ful-
fills a function of the social stabilizing factor, integration and coordination
mechanism, which ensures social balance (mainly internal), and, at least
partially, external – the material balance of the organisation. At the same
time the main norms of culture focus on integration of both participants
and the relationship between the organisation and its environment. This is
reflected in the emphasis on the product quality, respect for the rights of the
The importance of organizational culture for innovation in the company
31
consumer, and protection of the environment. In this way, organizational
culture also creates a basis for the conceptualization of the external balance
of the organisation, determining the model of the desired relationship be-
tween the organisation and its environment and how to maintain it.
2. The impact of culture on company innovation
An element of the company’s organizational culture is an innovation-ori-
ented culture, which consists of: innovation-oriented motivation, innovative
competence, behaviour in the innovative situation, as well as the style and
quality of management determining the climate for innovation. The innova-
tion-oriented culture may be defined as the need for the maximum number
of innovative ideas to appear within a certain period. Innovative culture
is a way of thinking and behaving that creates, develops and establishes
values and attitudes within a firm, which may in turn raise, accept and sup-
port ideas and changes involving an improvement in the functioning and
efficiency of the firm, even though such changes may mean a conflict with
conventional and traditional behaviour. In order to build innovative culture
certain requirements must be met, involving six kinds of attitudes: the abil-
ity of managers to take risks, encouraging creativity, participation of all em-
ployees in building innovation-oriented culture, responsibility of both man-
agers and employees for their actions, allowing employees to develop their
interests and use their unique talents, developing the company’s mission,
which the employees will identify with; providing employees with a sense
that their work is meaningful and has a positive impact on the achievement
of objectives (Claver, 1998: 60).
Maher has identified seven key dimensions of culture that distinguish
highly innovative organisations (Figure 2). These form a framework which
leaders can use to assess and strengthen the culture for innovation within
and across organisations:
– employees should have a sense that they can try out new ideas wit-
hout fear that an ill-advised idea will entail negative consequen-
ces; leaders of innovative organisations should be more interested
in learning “by mistakes” rather than punishing employees for ill-
advised ideas – it is better when mistakes are made when an idea
is implemented, rather than when there are no mistakes because
there are no ideas.
– a positive approach to innovation is greater if employees know
that they have the support of superiors and independence in action
while they develop innovative ideas, as well as that they can make
use of financial resources to support the innovation processes;
Forum Scientiae Oeconomia Volume 2 (2014) No. 3
32
– knowledge is the primary resource for innovation; you can create
better conditions for innovation, where information from both in-
side and outside the organisation is widely and systematically col-
lected, easily and quickly accessible and clearly communicated;
– as the relevant literature shows, objectives may actually promote
innovation; leaders of the organisation should give a clear signal
that innovation is highly desirable, by setting ambitious goals in
different areas and establishing motivated teams to find ways to
implement the vision;
– the support for innovation is the symbols and rituals, whose main
objective is to identify innovative behaviour and an incentive for
this type of behaviour is such symbols and rituals that refer to
internal and individualized motivation of individual employees;
– in organisations with high innovation-based effectiveness, inno-
vation is a product of the intended use of practical tools; leaders
must consider how to build potential and capability in employees
that are aware of methods of creative thinking, management and
implementation of ideas;
–
a dimension of the relationship, which refers to the models of inte-
raction within the organisation; innovative ideas are rarely the pro-
duct of a lone genius, therefore building a collaborative environ-
ment, accepting different ways of thinking, different viewpoints
and diversity provide a good basis for the growth of innovation.
Figure 2. Dimensions of innovation culture
Source: Maher 2014.
The importance of organizational culture for innovation in the company
33
Organizational culture that supports innovation is also characterized by
the level of education and general management, economic and social knowl-
edge, efficient systems of communication in the organisation, ambition and
the atmosphere of competition, incentive schemes, free exchange of innova-
tive ideas proposals (ideas), a lack of arrogance and egoistic attitudes, an-
nouncing authors of success and those who assisted in this process (Perenc,
Holub-Ivan, 2011). The characteristics of pro-innovation organizational cul-
ture include: creating a climate that would be favourable to organizational
changes, developing knowledge and skills and sharing knowledge, tolerance
for risk, uncertainty and novelty, implementing democratic principles of de-
cision-making and conflict solving, supporting group activities, building
an atmosphere of recognition and respect for innovators, supporting crea-
tive thinking and problem solving (Gadomska-Lila, 2010: 14). Excellence
in leading innovation has everything to do with how that leader creates
a culture where innovation and creativity thrives in every corner. The things
that leaders must do to foster innovation are: focus on outcomes, develop
reciprocal trust, challenge the status quo, be inspiring (Edinger, 2012).
3. Elements of organisational culture that stimulates
creativity and innovation
3.1. Objectives and research sample
The aim of the study was to investigate the internal determinants of in-
novation activity in the companies surveyed, in particular an innovative
climate and culture favourable to innovation. The quantitative sample of
analysing the internal determinants of innovation activity in companies
contains 120 employees – representatives of companies located in the Prov-
ince of Silesia in Poland. Distribution of the sample is shown in Table 1.
Table 1. Distribution of the sample (%)
Gender Age Seniority
Woman 63,3 Below 25 years 21,7 Up to 5 years 28,3
25-30 years 23,3 5-10 years 31,7
Man 36,7
31-40 years 41,7 11-20 years 25,0
41-50 years 10,0 Over 20 years 15,0
Over 50 years 3,3
Position Company
Non-managerial posi-
tion (e.g. a specialist) 51,7 Micro company (up to 9 people) 13,3
Operational manager 16,7 Small enterprise (from 10 to 50 people) 11,7
Middle manager 20,0 Medium-sized enterprise (from 51 to 250 people) 31,7
Senior manager 11,7 Large enterprise (over 250 people) 43,3
Source: own study.
Forum Scientiae Oeconomia Volume 2 (2014) No. 3
34
The research was conducted by means of a direct survey. The instru-
ment of data collection was questionnaires. A questionnaire consisting of
10 questions with a mixture of Likert-scale and closed-ended questions
with one answer was developed. A five-point Likert scale was employed
to gather responses, 5 indicating “maximum agreement” and 1 “no agree-
ment”. The survey was sample-based. Non-random sampling was applied
and advantages and disadvantages specific to this method of sampling were
considered. A small group of those surveyed does not authorize to make
generalizations, but allows the identification of the specific mechanisms
and formulation of questions and conclusions. Tested on a larger sample,
they will make it possible to formulate more documented and certain, use-
ful theses on a larger scale. The data was collected in April and May 2014.
The data was first analysed using basic statistical techniques. Data analysis
was accomplished using IBM SPSS Statistics 21.
3.2. Elements of innovation-oriented culture
Various elements of organizational climate which were considered sig-
nificant included freedom of expressing their opinions by employees, a pos-
sibility to propose and support new ideas, collaboration between employees
of different organizational units. The ratings of respondents involved in
innovation processes indicate that an approach to innovative behaviours of
employees can be varied depending on the size of the company – the indi-
vidual elements constituting the innovative climate in companies were rated
differently (Figure 3).
Certain similarities were observed in small and large companies, though
probably conditions of these ratings differed: in small businesses they re-
sulted from low formalization of procedures and rather friendly relation-
ship between employees and superiors characteristic of small teams, while
in large companies from the processes of identifying innovative ideas. In
large and small companies, every employee has the right to express their
own opinions, the final decision, however, is taken by managers, employees
from different organizational units cooperate (formally or informally), em-
ployees can propose new ideas regardless of their level in the organisation
hierarchy. In medium-sized enterprises surveyed, employees cannot make
improvements themselves, even in trivial matters they need to contact man-
agers, although they have the right to express their own opinions.
The importance of organizational culture for innovation in the company
35
Figure 3. Elements of the innovative climate
1 – Even in the most trivial matters employees need to contact the organisation
managers.
2 – Employees have a right to question the ideas of their superiors.
3 – Each employee may express own opinion, but it is a manager who takes a final
decision.
4 – People who have courage to express their own opinions are appreciated in the
company.
5 – Employees can question even decisions key to the organization in the presence
of their superiors.
6 – Employees from all departments cooperate with each other (formally or infor-
mally).
7 – Employees of all levels can propose new ideas.
8 – New ideas proposed by employees are supported in the organization.
9 – Organization management sees signs of innovativeness of their employees.
10 – Employees solve the problems they face independently.
Source: own study.
A key to the development of innovation in an organization is support and
encouragement for every employee to seek and discover non-conventional,
non-standard ways of achieving the objectives and performing tasks. 43,3%
of the respondents believe that the organization supports the new ideas of
employees (the opinion most often expressed by employees in large enter-
prises (50,0%) and medium-sized enterprises (33,3%). Negative opinions were
expressed by employees in medium-sized enterprises (57,1%).
As the literature studies show, an element of innovation-oriented culture
is the appropriate organization of work and working conditions encourag-
ing employees to be creative. In the companies surveyed they appreciate the
appropriate range of responsibilities and allocation of activities of employ-
ees (61,7% of the respondents, especially small company employees), ac-
cess to facilities and social benefits (very highly and highly rated by 58,3%
Forum Scientiae Oeconomia Volume 2 (2014) No. 3
36
of the respondents), the right equipment at the workstation (46,6%). Large
companies take the best care of appropriate equipment at the workstations,
employees’ access to facilities and social benefits, systems evaluating work
and rewarding for extra work and proposing/implementing improvements.
Employees of these companies are most supported by their employers to
make the best use of their intellectual qualities. Access to social facilities
and systems evaluating work are rated at the lowest level in the medium-
sized companies.
A significant feature of innovation-oriented culture is change. Employ-
ees are willing to take risks that change entails, which may be related to,
for example, changing jobs. Adjustment processes also include employment,
implying the need for its flexibility. At the same time it should be noted that
in times of high unemployment, stabilization of employment (a secure work
contract) may be a more important motivating factor to work. Each innova-
tion may be a threat to employees because it violates the current state of bal-
ance, which can lead to employees’ reluctance to implement innovation and
even boycott and sabotage change. Among the respondents, 10% feel threat-
ened by risks arising from the implementation of innovation in the company,
fearing the change in the scope of their duties, redundancies, reorganization
or new responsibilities. Almost every second respondent (43,3%) felt the
danger in a moderate degree, which indicates that the implementation of
innovation in the company may violate balance felt by employees, therefore
it requires neutralizing activities. Employees who feel the threat are mostly
employees of large companies (66,7%), the others are employees of medium-
sized companies. The smaller the company, the smaller feeling of danger
arising from change. Such a situation may be due to the fact that employees
in smaller companies are often more “versatile” and perform the tasks as-
signed to different positions, and therefore their loss is more severe for the
company. In a large company flexibility is greater also in the personal di-
mension, which results in the alternation of organizational roles and mutual
substitutability of employees at different positions.
As regards the companies the respondents were associated with, one can
speak of an integrated management style (a huge emphasis on tasks and
interpersonal relationships – in the opinion of 79,2% of the respondents).
Managers focus on both the technical process and performance, as well as
on employees, instilling enthusiasm for work in them, helping them to meet
the challenges, trying to find the difficulties at work and outside, taking
care of their development, which leads to increased productivity. Managers
believe that people are willing and able to work well. They engage them
suitably to their capabilities, ensuring them satisfaction ftom tasks they
The importance of organizational culture for innovation in the company
37
perform. They try to involve everyone in the process of planning tasks, the
implementation of which they will be engaged in.
Assessing the role of managers and operational staff in the innovation
processes, the respondents divided the tasks in the following way:
– the role of the manager is to: stimulate/trigger innovation of em-
ployees (4,30), control the innovation process (4,27), motivate
others to be creative (4,19), lead in the implementation of inno-
vative processes (4,07), organize the various stages and conduct
the process of specific innovation implementation (4,07), plan and
initiate the innovation process (4,04),
– the role of both managers and employees to the same extent is to:
build, create an innovation-oriented culture (an innovative “clima-
te”) (3,76),
– the role of employees is to search for sources of innovation (3,40).
Conclusions
Thinking about the implementation of innovation, companies generally
focus on resources, processes and measurement of success, i.e. the eas-
ily measurable elements. Companies often devote much less attention to
people-oriented determinants of the culture of innovation, which are more
difficult to measure, such as values , behaviours and organizational climate.
Although everything that refers to values and behaviours of people and cli-
mate in the workplace is more elusive and difficult to control, these “dif-
ficult, people-related issues “ (as one of the presidents said) have the great-
est power to shape the innovation-oriented culture and create sustainable
competitive advantage.
Organizational culture may be an element favourable to the development
of innovative activity. It is extremely important to appropriately shape the
pro-innovation organizational culture from the point of view of competi-
tiveness of each company because innovation is often the element that de-
termines the competitive position in the market.
As regards the companies the respondents were associated with, one sin-
gle universal model of organizational culture cannot be determined. How-
ever, the elements constituting a culture that supports innovation have been
specified. They occur in most companies, with varying intensity, namely:
– the management style emphasising tasks and interpersonal rela-
tionships,
– a significant role of managers in stimulating innovation and trig-
gering innovation of employees
– motivating employees to be creative
Forum Scientiae Oeconomia Volume 2 (2014) No. 3
38
– a low level of sense of danger felt by employees, arising from
changes implemented in the company,
– proper organization of work and working conditions aimed to
stimulate employees’ creativity
– support for new concepts and ideas,
– a possibility to express their opinion freely by employees, to pro-
pose and support new ideas, cooperation of employees from dif-
ferent organizational units.
References
1. Balcerowicz, E., Wziątek-Kubiak, A. (2009), Determinanty rozwoju innowa-
cyjności firmy w kontekście poziomu wykształcenia pracowników. CASE
– Centrum Analiz Społeczno-Ekonomicznych, Warszawa.
2. Brouwer, M.T. (2002), Weber, Schumpeter, and Knight on entrepreneurship
and economic development, Journal of Evolutionary Economics, Vol. 12, No.
1-2, pp. 83-105.
3. Claver, E., Llopis, J., Garcia, D., & Molina, H. (1998), Organizational culture
for innovation and new technological behavior, The Journal of High Technol-
ogy Management Research, Vol. 9, No. 1, pp. 55-68.
4. Edinger, S. (2012), Don’t innovate. Create a culture of innovation, Forbes,
available at: http://www.forbes.com/sites/scottedinger/2012/11/20/dont-inno-
vate-create-a-culture-of-innovation/
5. Flaszewska, S., Szymańska, K. (2013), Organizacja w rozwoju – od narodzin
do dojrzałości organizacji, in: Adamik A. (Eds.), Nauka o organizacji. Ujęcie
dynamiczne, Oficyna Wolters Kluwer Business, Warszawa.
6. Francik, A., Pocztowski, A. (1991), Procesy innowacyjne. Akademia Ekono-
miczna, Kraków.
7. Gadomska-Lila, K. (2010), Charakterystyka i uwarunkowania proinnowacyj-
nej kultury organizacyjnej – wyniki badań, Przegląd Organizacji, No. 2.
8. Koźmiński, A.K., Obłój, K. (1989), Zarys teorii równowagi organizacyjnej.
PWE, Warszawa.
9. Loewe, P., Dominiquini, J. (2006), Overcoming the barriers to effective inno-
vation. Strategy & Leadership, Vol. 34, No. 1, pp. 24-31.
10. Maher, L. (2014), Building a culture for innovation: A leadership challenge,
World Hospitals and Health Services, Vol. 50, No. 1, pp. 4-6.
11. Przestaszewska, J. (Ed.) (1992), O nową kulturę przedsiębiorstw, Przegląd Or-
ganizacji, No. 6.
12. Perenc, J., Hołub-Iwan, J. (2011), Innowacje w rozwijaniu konkurencyjności
firm: Znaczenie, wsparcie, przykłady zastosowań. Wydawnictwo C.H. Beck,
Warszawa.
13. Schumpeter, J.A. (2002), The economy as a whole, seventh chaprter of the
theory of economic development, Industry and Innovation, Vol. 9, No. 1-2, pp.
93-145.
The importance of organizational culture for innovation in the company
39
14. Steinman, H., Schreyogg, G. (1992), Zarządzanie. Podstawy zarządzania
przedsiębiorstwem – koncepcje, funkcje, przykłady. Politechnika Wrocławska,
Wrocław.
15. Strategor (1995), Zarządzanie firmą: Strategie, struktury, decyzje, tożsamość.
PWE, Warszawa.
16. Szczepańska-Woszczyna K. (2014), SMEs managers – the need for compe-
tence, Acta Technologica Dubnicae, Vol. 1, No. 1.
17. West, M.A. (2000), Rozwijanie kreatywności wewnątrz organizacji. PWN,
Warszawa.
18. Zbiegień-Maciąg L. (1994), „Duch” przedsiębiorstwa, czyli budowanie corpo-
rate identity w polskich firmach, Przegląd Organizacji, No. 11.
