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•
p- ISSN: 2521-2982
•
e-ISSN:
2707-4587
URL:
http://dx.doi.org/10.31703/gpr.2019(IV-II).04
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ISSN-L:
2521-2982
DOI:
10.31703/gpr.2019(IV-II).04
Noor Hassan*
Jaehoon Rhee†
Alisher Dedahanov‡
Organizational Culture Influences on Creativity and Innovation: A Review
•
Vol.
IV,
No.
II (Spring 2019)
•
Pages:
33 – 45
Due to the rapid change in technology, the world becomes
more globalized, the success and survival of any organization
build upon on its ability to stay creative and innovative. Innovation and
creativity are the twin processes and have shown the greatest significance,
achievement and sustainability to an organization. Innovation and creativity
go hand in hand; greater creativity is a clue to more innovations. Innovation
is one of the leading elements which inducing business success in a
tremendously modest and vibrant way. The scholars and specialists have
struggled to contribute to enhance and develop the awareness of the real
management of innovation. Up to the present time, although the literature
on innovation is growing quickly, very slight consideration has been waged to
the administrative and executive matters relating to creativity. The aim of
this paper is to review all the previous literature on the connection of
organizational culture with creativity and innovation.
Headings
• Abstract
• Key Words
• Introduction
• Theoretical Framework
• Organizational Culture
• Innovation
• Summary
• History of the Literature
• Strong Culture
• References
Key Words:
Organizational Culture, Creativity, Innovation
Introduction
At present, organizations are flowing towards the knowledge-based organization. To be effective and stay
in the competitive market, creativity and innovation show a key part (Masnan et al., 2008). As organizations
environment become progressively dynamic, tentative, and economical, so in the present era organizations
must be innovative to sustain their viable advantage/power and to manage with increasing strains of the
customer (West, M. A., & Farr, J. L., 2009). As innovative & creative developments in organizations stalk
from their employee creativity (Amabile, 1988; (West& Anderson, 1996) and the close and regularity of
employee creativity is greatly influenced by organizational environment and management rehearses that
are determined by managers’ direction behaviors (Amabile, 1996), scholars in management sphere have
proposed that leadership must play an essential role in employee creativity. Undeniably, earlier studies have
shown that employees be likely to engage in further pretty than a lesser amount of creative behaviors when
their managers show convinced leadership behaviors, show eagerness for new ideas and providing
personalized instruction (i.e. Transformational leadership; (Shin & Zhou, 2003), inspiring contribution in
decision making and providing self-sufficiency from administrative limitations (i.e., empowering leadership,
Zhang &Bartol, 2010), and clarifying hopes regarding work struggles and providing conditional rewards to
them (i.e., transitive leadership; (Eusenberger & Byron, 2011).
In certain organizations, actions are taken to motivate creativity and innovation. Such actions comprise
linking personnel in decision making, recruiting and appointing employees with creativity appearances, set
criteria for work performance and giving systematic feedback. Obviously, innovation is broadly known as
the key to an organization’s existence and victory in today’s extremely modest business environment
(Taghizadeh et al., 2014). Similarly, for public and charitable organizations, creative employees can be
*
PhD Scholar, Department of Business Administration, Yeungnam University South Korea. Email: msnoorhassan@gmail.com
†
Professor, School of Business Administration, Yeungnam University South Korea.
‡
Professor, School of Business Administration, Yeungnam University South Korea.
Abstract
Noor Hassan, Jaehoon Rhee and Alisher Dedahanov
Page | 34 Global Political Review (GPR)
constructive. They can visualize innovative methods to exertion together with people, how to deal with
mass media forces and how to give people ‘more bangs for their buck’ in a declining economy (Neuhoff &
Searle, 2008; Voorberg, Bekkers, & Tummers, 2014). Though creativity is not deprived of its costs—
motivating creativity can illustrate outcome in more deceit (Gino & Ariely, 2012)—it is commonly debated
that organizations essentially need employees who are creative and engage this in their effort (Shalley &
Perry-Smith, 2001). Eisenbeiss, van Knippenberg and Boerner (2008) proposed that scholars need a further
in-depth understanding of the tools that can be used by personnel in management spots healthier foster
and improve creativity and innovation. It has been appealed by several scholars that creative and innovative
struggles are inclined by both contextual and personal variables (Herrmann & Felfe 2013; Rosing, Wang &
Rode 2010). Park et al. (2013) indicated that innovation could be fortified by organizational culture as an
innovation that is associated closer to the individual level of idea generation. Regarding this, many scholars
have tried to find the association of organizational climate on innovative behavior (Ekvall, 1996; Naranjo-
Valencia, 2015; Scott & Bruce, 1994; Wang & Rode, 2010).
The aim of this paper is to improve lifelong organization strategies, so as to nurture
Alertness on the significance of creativity and innovation to enable persons and to transfer and improve
innovation in organizations. Given the continuously developing leap of the work atmosphere, together with
strengthened competition, creativity and innovation are measured important competencies for gaining a
viable advantage. By both domestic and global competition, and an unclear profitable environment, the
organization, need to stun innovative competitors by indorsing creativity and innovation, to confirm their
subsistence and success (Müceldili, Turan & Erdil 2013). This study will show the aspects of organizational
culture that disturbs creativity and innovation. Hence the study will further aspect to contribute to the
organizational culture.
Theoretical Framework
There are controversial ideas of substantial definitions of innovation and creativity. However, it is completely
agreed with Amabile (1983, 1997, 1998) that creativity is observed as a course of ideas and expansion for
a new invention. Also, creativity states creating new ideas (Gurteen, 1998. Meanwhile, innovation refers to
moving, developing and applying these new ideas into products and services (Gurteen, 1998). In addition,
creativity is measured as an essential base for organizational innovation (Amabile, 1997). Employees in the
term of work progress are more creative and artistic when they feel motivated primarily by the awareness,
gratification, and task of the condition and not by outside pressures; the desire and interest – employee
internal aspiration is to do something exceptional to show himself or herself; the employee sense of
challenge or ambition to crash a problem that no one in the organization can solve it. Expertise, creativity
skills, and intrinsic motivation are three key mechanisms that help an individual or the creativity of small
teams (Amabile, 1983).
Figure:
The three Components Model of Creativity
Source: Amabile, (1983)
Expertise
Creativity Skills
Creativity
Task
Motivation
Organizational Culture Influences on Creativity and Innovation: A Review
Vol. IV, No. II (Spring 2019) Page | 35
In this assessment, expertise is considered as a base for all creative work, and it is seen as a set of intellectual
pathways to deal with the trouble of doing a given task. It should be observed as an eye to experimental
eye pathways that may be tracked to solve a problem or perform a given task. The expertise elements
consist of technical ability and skills, sharp factual knowledge and distinct abilities in the target work realm.
At the same time, creativity skills indicate creative performance. Creative thinking serves “something extra”
because of creative performance. Considering that to perform an activity, a person has some incentive, and
if the required expertise is in place, the performance will be acceptable, satisfactory and technically good.
Thus, with extremely high-level expertise, the person will not create creative lacking. A favorable cognitive
style includes in these skills capturing new perceptions on the problem, techniques to explore the new
cognitive way and favorable working style to determine active pursuit of one’s work. It can be increased to
learn and exercise techniques to improve knowledgeable independence and cognitive flexibility. The
previous two skills component defined the capability of a person to perform in a given domain. Motivation
is a task component that concludes what the person will do it actually. It can be either intrinsic or extrinsic
motivation, although the combinations of both are common. Task motivation sort the distinction between
what a person can do and what he will do. Yet, it is highlighted that motivation has a vital role as a
psychological tool (Newell &Simon, 1972). Changing from creativity to innovation is considered as an
important step to set up an innovative organization. Hence, to track the speedy variation of organizational
environment, conducting studies which settle an environment that enables employee that how to
implement new ideas into innovative results in an operative way is essential for organizations (Klijn & Tomic,
2010).
Organizational Culture
Organizational culture is the collective glue that pledges persons together and empowers them to play an
active part in organizational involvement. Personnel is encouraged to adopt the leading culture of the
organizations as it fulfils their wants for social identity. This collective glue works as a gateway to induce new
employees and keep dominant performance which leads to creativity and innovations. Organization culture
is a set that state the value, belief and performance outline that makes the main uniqueness of the
organization and form the employee’s behavior (Deal & Kennedy, 1982; Malekifar, et al., 2014).
Organizational culture is considered as one of the factors that can inspire innovative performance amongst
employees of the organization. Since it affects employee behavior, it may clue them to admit innovation is
an important value of the organization and to feel more involved in the business (Hartmann, 2006). It can
also be defined as the mutual beliefs among the employees in certain organizations (Ella Miron & Miriam
Erez 2004). Organization culture is a set of beliefs, signs, ritual, fables, and practices that can be established
increasingly in organizations (Pheysey, 1993).
Nowadays organizational culture has normally been related to management (Kotter and Heskett,
1992). Schein defines two main features that clue to active management culture comprise organizational
permanency and the addition of a greater standard of organizational culture. (Schein, 1985). Similar
organization with diverse circumstances has a common set of the same organizational culture having
different circumstances has shared set of high values and norms to be affected by organization systems
(Robbins & Sanghi, 2007) The charm of organization value, norms and beliefs have an active influence upon
sustainability and performance. The norms of persons influence sustainable act and management of
organizational culture, which leads to the achievement of productivity (Stewart, 2010).
According to literature, the successes of organizations are influences by organizational culture. It is said,
success can be realized when the improvement and formation in the organization are giving attention. It is
also proposed that organizational culture should be suitable for the behavior, values and attitude of leaders
(Masnan et al., 2008). In addition, Goffee and Jones, (1998) categorized organization culture in two
orthogonal dimensions:
Noor Hassan, Jaehoon Rhee and Alisher Dedahanov
Page | 36 Global Political Review (GPR)
1. Sociability: How everyone is nice to each other; their sentiment of fraternity; their openness; their
unanimity in short how happily they work collectively.
2. Solidarity: Collective goals efforts; These collective efforts aim to ‘get the job done’ their effort as a
group to attain some end—their prevalence of aims.
On the base of these two proportions, organizational culture is further categorized into four parts
comprising fragmented, networked, mercenary and communal culture. In particular, fragmented culture
has a low degree of solidarity and sociability, mercenary culture has low sociability and high solidarity,
whereas networked culture involves a high level of low sociability levels of solidarity, in contrast, communal
culture is considered as both a high degree of solidarity and sociability.
Those they are high on both the solidarity & sociability axis are labelled as “Communal”. Those were
low on both as labelled as “Fragmented”.
Solidarity
Sociability
Type
Low
Low
Fragmented
Low
High
Networked
High
Low
Mercenary
High
High
Communal
Source: Goffee and Jones (1998)
Jones & Goffee argue that among all these cultures, no one is good or bad. Nevertheless, they can be
less or more effective in different situations. They also argue that organization repeatedly make movement
among these, which may because of the organizational change or stress. The order is often
repeated. ’Communal’ decays into ’Networked’, then ’Mercenary’ and finally into ’Fragmented’.
Different types of cultures have been defined as followed:
Counter Culture
The beliefs, norms and values of organizational culture that are common amongst various management
sectors and the executive were enforced to get the benefit of these to come under counter-culture
(Slocum, J. W., Kerr, J. & Jr. 2005). The efficiency of an organization is built upon the involvement of a
strong culture, which has stable links between management and performance.
Sub Culture
Subculture ensures organization section with various groups of beliefs, values and norms in the evidence of
geographic capacities, career requirements and organizational objectives. Schein stated that the
commitment of employees toward an organization based on employee awareness that influences upon
culture (Schein, 1990). The societal communication of workplace outside organization ponders sound for
a certain organization (Crawford and Lok, Westwood 2005).
Strong Culture
The similarities in attitude beliefs, values norms that employees grip in society must be measured resilient.
The attitude, values, norms and beliefs of an organization are reflected stable when employee grasps a
bigger part of the culture (Deal and Kennedy, 1982). The less gap on employee affiliation has remained to
agree with managers accordingly. In an organization, rules must be considered value for employees. The
strategies, rules, procedure and tasks develop may top managers should must stimulate upon the employee
behaviour, so the targeted modest benefit have been grown.
Weak Culture
The insecurely stitch organization cultures that help & push an individual with regarding beliefs, attitudes
Organizational Culture Influences on Creativity and Innovation: A Review
Vol. IV, No. II (Spring 2019) Page | 37
and feelings to be much innovative. The valued asset pays to increase wants and needs of culture
management. The slackly linked culture built upon values and beliefs has a link with perfect groups. The
assortment of organizational goals and personal objectives has innovative management of rules and actions
so that perfect association has been created between them (Kenndy and Deal 1982).
Creativity
Creativity has been referring to a judgment of originality and usefulness or the valued result of something
(Pirola-Merlo and Mann, 2004). Creativity is the capability to distinguish interaction, inspect issues from new
outlook & ideas in the present information (Forgionne and Newman, 2007). In the workplace, creativity is
referred to as the creation of a generic idea or results (Zhou & George, 2001). Some other definitions have
proposed that creativity can generally mix the existing information in different methods. The next set of
definitions suggests that creativity, either new or recombined, must have worth (Higgins 1999). The
generous creation of the novel, applicable concepts in any domain of human work activity such as from
science to art’s, to organizations, to education, to every aspect of life (Amabile et al., 1997). She affirms that
the ideas must be a novel i,e what has been done differently from the previous work and must strive to
toward any problem or opportunity. Creativity is complicated and logical processes that comprise of
identifying and expanding indication to the novel, unclear problem that will boost organization structure its
services, actions, progress and its products (Friedrich and Waples 2011, Shalley and Gilson, 2004, Mumford
and Gustafson, 1988). Creativity is considered as a seed for innovation; motivate employees to generate
generous ideas influence the psychological awareness of innovation in the organization (Amabile et al.,
1996). Amabile et al., (1988, 1996) mentioned the three extensive organizational factors in her creativity
and innovation componential model that are related to creativity: (1) Organizational motivation and support
for innovation and creativity, (2) Resources- everything the organization should have available to aid
targeted work for innovation, i.e. availability of training, time to produce novel work, stable environment
etc., (3) Management practices, (Amabile et al., 1996, Griffing, Sawyer and woodman 1993 ) acknowledged
the extent of job environment which linked to organization creative activities. In regard to group attribute
like group coherent, norms, diversification, performance and responsibility etc. several organizational
components that include organizational culture, structure, rewards and focus on technology.
Several recent studies of management have examined the influence of leaders on employees’ creative
behaviors. Creativity achievement is expected to be mediated first through their degrees of inner
engrossment in creative practices (Carmeli & Schaubroeck, 2010). Significant evidence shows that creativity
of employee can deeply contribute to organizational effectiveness, innovation, and being (Shalley, Zhou, &
Oldham, 2004). A number of studies have confirmed an optimistic relationship between employee
creativity and support from supervisors. Oldham and Cummings (1996) found that a significant contribution
can be made by supportive supervision.
However, scholars show much importance to the three sides of creativity comprising (a) person (i.e.
The intellectual ability of an individual); (b) process (i.e., the nature of thoughtful practice and critical action
through which new visions or difficult solutions are settled); (c) product (i.e., the unique products per good
potentials due to creativity) (Arad et al., 1997). Ford (1995) observed creativity as a specific -context
assessment which can vary among culture, groups and organizations and can also vary over time. According
to Cook (1998), creativity takes profits to organizations owing to a modest way. To syndicate this variety
of definitions, we can say that creativity involves the generation of novel ideas or the recombination of
acknowledged elements into somewhat new, providing accurate results to a problem.
Creativity Expected Results/Benefits
Creativity is the generation of ideas with values, is required in order to improve the performance of the
organization, comfort the adaptation to change, to overcome on a concrete problem, change the employee
attitude and finest practice manufacturing. In organizational culture, creative thoughts are much important
Noor Hassan, Jaehoon Rhee and Alisher Dedahanov
Page | 38 Global Political Review (GPR)
at all stages (Eleni Sefertzi, 2000). Creativity process expected result is:
• Innovation through process idea and new products
• Continuous improvement of products or services process
• High level of performance and increase productivity
• Rapidity
• Efficiency
• Flexibility
Innovation
Hammond et al. (2011) defined that innovation includes both an idea and an
Implementation phase. It refers to the generation of new ideas and solutions that current techniques are
used for the new situation. In organizational settings, innovation is related to using new ideas for
reconstruction, cost reduction, communication improvement, new technology implementation for
production processes, implementation of new organizational structure and making new personnel plans or
programmers (Masnan et al., 2008). West and Farr (1990) viewed innovation as changes with the purpose
of getting more profits due to competitive ways. It refers to the adoption of work or the construction of
new technologies. Moreover, it involves the promotion of organizational structure or managerial practice.
Hogan and Coote (2014) stated that innovation plays a crucial role in organizational success. Consequently,
research on processes that support innovation should be of interest to experts and professionals as well.
Innovation is a prerequisite for achieving in increasingly dynamic and aggressive market segments.
Innovation is the effective implementation of creative ideas in an organization it comprises of several
actions, and its aim is to give value to the business and acceptable return to the organization (Amable etl,
1998). Innovation is the process of carrying the finest thoughts into reality, which provoke a creative idea
and develop a sequence of the innovative occasion. Innovations are also known as the conception of novel
value and alter new thoughts into new value- turning thoughts into value. Innovation is referring as an action
which links knowledge and ideas into new value, (Friday O. Okpara, 2007).
Innovation is encouraged by the gathered information from new links; from the grown vision by an
expedition into other system or spaces; from dynamic shared links and fluent accessible boundaries.
Innovations begin from exchange of circles, where information is not just gathered or hoarded, but created
and shaped. Generous thoughts generated something new from links that were not there before
(Wheatley, 1994).
Innovation needs new approaches to look at the things, thoughtful people, and entrepreneurial
enthusiasm to bear risks and work hard. An idea cannot become an innovation until it is broadly embraced
into the daily life of the people. People substantially confront change, so the keyway of innovating is to
satisfy/sure other that your idea is the best one- by committing their support and doing so, by serving them
realize the worth of the idea. Art Fry Ref (Friday O. Okpara, 2007).
Joseph Schumpeter (1934) considered that the innovation concept, defined the practice of origination to
generate a new product and services, is the main strength to producing new demand the ultimate result
will be a new wealth. Innovation and organization both have equally played in importance in this because
innovation creates new demands and organization bring them to the market. This process abolishes the
current markets and generates the new ones, which will, in turn, be demolished by the same fresher
products or services. Schumpeter calls this process of creative destruction.
Furthermore, innovation is considered as a process which brings the best ideas into authenticity, which
generates a series of innovative ideas and creative actions. Innovation is the construction of new value &
alters new ideas into new value. Yet innovation is not possible without the creative environment, its
combine idea and knowledge into new value.
Organizational Culture Influences on Creativity and Innovation: A Review
Vol. IV, No. II (Spring 2019) Page | 39
Support Frontline Employees to Become Innovative
In organizational culture, innovations do not seem like miracles. It is created by leaders who create situations
to bring out everyone with innovative ideas. Can leaders create these settings? Yes, they create
environments that will inspire & encourage frontline employees to be innovative. This requires that leaders
of the organization must fulfil two key conditions. The leader must convince the front-line employee that
he supports the leadership line and at the same time, the leader must ensure that the frontline employees
understand the big picture (Robert D. Behn,1995).
Implicit contract between the frontline employees and the leadership has been found ineffective
organizations. The leadership produces what the frontline employees want in order, the frontline
employees will produce what the leadership wants; In organizational culture, the leaders wish to make this
message as explicit as possible: "You produce for us, and we'll produce for you" (Behn 1991). Every
organization needed this implicit contract that strives for innovations. Normally the employees will not
support an organization's leadership for achieving its mission do a good job they expect that leaders will
relief them. In simple words, if leaders want support from the front-line employees, they had better help
the front-line employees. Moreover, leadership has to move first (Robert D. Behn,1995.
Innovation Expected Benefits
Within the organizational context, leaders encourage innovation because of its capture value. Innovative
employees are creating and executing a new process by which increase productivity and may grow viable
benefit and provide meaningful distinction. The organization they are more innovative are integrally more
adaptable to any external environment; this direct them to respond quickly and further effectively to avoid
opportunities & risk. As a managerial viewpoint, innovative employees are habitually motivated and involved
in the organization. Allowing employees to improve their work processes and innovation which provides
autonomy sense with that enhances job satisfaction. From an extensive perspective, allowing employees to
involve in broader organization-greater innovation generates a strong sense of community and teamwork
and ensures that employees aware of and invested in organizational strategy and objectives.
Within organizational context, leaders encourage innovation because of its capture value. Innovative
employees are creating and executing a new process by which increase productivity and may grow viable
benefit and provide meaningful distinction. Organizations they are more innovative are integrally more
adaptable to any external environment; this direct them to respond quickly and further effectively to avoid
opportunities & risk.
Difference between Creativity and Innovation
Innovation and creativity are nearly relevant constructs allowance powerful ride in originality (Angle, 1989).
Whereby creativity is generating innovative and appropriate ideas, especially to a person level (Amabile et
al., 1996). Innovation is the procedure through which these concepts are taken, established, refined,
settled, explained and finally advertised and/or applied. Creativity makes innovation into a pipeline. For any
organization it is very important to go on accordant & compete in pursuing of its goal, attention must be
required from the management of the organization for both ends of the action, frequently generate creative
ideas & utilize its innovative process to catch the hidden potential worth of those ideas.
Sternberg and Lubart (1999) explain creativity as “the capability to work in an ideal manner which is
both novel (i.e. authentic, miraculous) and applicable (i.e. valuable, flexible concerning mission pressure)”
innovation is a process to develop and implement new ideas to solve the problems. It is the like to generate,
accept and implement new ideas (products, process or services) (Vande Ven & Angle, 1989). To be sure
this is technical, but it can take place in several organizational spheres (e.g. process enhancements &
development) or social (e.g. excellence loops) (Kanter, 1983). For example, many brilliant ideas in the
organization life they not ever get the sunlight. To carry an idea from perception to marketplace, it should
Noor Hassan, Jaehoon Rhee and Alisher Dedahanov
Page | 40 Global Political Review (GPR)
be recognized potentially; it must succeed to any potential hurdles such as competition pressure,
technological task & challenges and other obstacles. The procedure which ensures these or makes them
possible is indicating as innovation,n and it is the most key process when we talk about the organization
creativity and innovation. In any organization creativity without innovation has a very small or no value.
History of the Literature on Organizational Culture, Creativity and Innovation
The significance of innovation and creativity in an organization is slightly given; relatively very little empirical
research work is done in the field of organizational culture, innovation and creativity (Oldham & Cummings,
1996). The author has conducted electronic catalogues search of several universities’ libraries, some
indexes journal and google.com. His entire written topics are seemed in standard print media and in his
written books. The first-ever article on the topic was written by Stalker & Burns (1961), who linked
electronic companies with new recognized manufacturing enterprises and formed the differences between
organic and mechanistic forms of organizing. Further, they characterized the mechanistic organizations as
hierarchical, with well-defined and highly structured, proper act and environment relative to others in the
organization, with primarily vertically communication flowing. Organic organizations were characterized by
their fluent organizational design, with teams and different departments creating and recognizing new
opportunities and problems, with primarily laterally communication flowing. Stalker’s and Burns
environmental determinism aspect of organizations led to the conclusion that organic organization system
to deal with vulnerability and volatility in an organization. The organic organization facilitated greater
innovation and creativity as compared to the mechanistic one. After two decades, this conclusion was
challenged when Kimberly (1981) establish that making a centralized decision may boost an organization’s
ability towards innovations, particularly in those organization they have a more stable environment. Thus,
Stalker and Burns start a body of knowledge on innovation and creativity in the organization over the next
several decades.
Organization Culture and Facet-Specific Climates for Creativity and Innovation
Association regard to climate and organizational culture has gone slightly unexplored in innovation &
creativity research. Rousseau (1988) proposed that more attention to be given to so-known ‘facet-specific
climate’, more generally, the climate is a dynamic paradigm which linked the organizational culture and
innovation. Several recent reviews were found with regard to organizational culture have supported this
assertion (Sarros, Cooper & Santora, 2008; Sorensen, 2002; Jones, Jimmieson & Griffiths, 2005), still, most
efforts to be shown which define how climate and culture perform as inhibitors or enablers in organizations
with regard to motivation. The core cultures carrying innovations which perform as an implementation of
changes in organizational settings & specific sectors (Khazanchi, Lewis & Boyer, 2007; Jaskyte & Dressler,
2005), nevertheless what is less vibrant in what way these basic cultures are apparent as facet-specific
climates for innovation.
Organizational Culture Impediments to Creativity and Innovation
Control: A key issue is acknowledged in the previous literature that obstructs creative attainment is control
(Kanter, 1983; Angle, 1989; Amabile, 1998; Oldham & Cummings, 1996). The way to reduce or
overcome this impedes is to control in the decision-making process, the flow of information to be control
or made-up control of reward system that enables increasing extrinsic motivation. A culture that encourages
and supports control, the result will be a reduction in innovation and creativity. The basic cause is that
control destructively disturbs intrinsic motivation. Amabile (1988) proposed that creativity and expertise
skills must be attended by intrinsic motivation to generate extremely creative behavior. Nevertheless, this
concept may not be as genuine as it shows up. Kimberly (1981) stated that in a predictable and stable
environment, there should be some steps involve of centralization and formalization of decision making
may enhance an organization capability to adopt and implement innovations.
Organizational Culture Influences on Creativity and Innovation: A Review
Vol. IV, No. II (Spring 2019) Page | 41
The link between Organizational Culture, Creativity and Innovation
Organizational culture has shown a strong influence on the point to which innovation and creativity are
stimulated in an organization. Thus, to enhance the excellence of organizational lifecycle, innovation and
creativity, integrally play an important performance in society. To bring innovation in services and in
products which fulfil customer satisfaction, the organization need to be more creative (McLean, 2005).
Anyhow the significance of innovation and creativity in organization has not considerably highlighted in the
extent of organizational culture (Oldham & Cummings, 1996). In real appearance, organizations grow on
track; this is an outcome of the organizational culture (Martins & Terblanche, 2003). Earlier scholars
proposed that organizational culture has a vital role in the indication of innovation (Taghizadeh & Rahman,
2013). O’Reilly & Tushman (1997) have proposed that effective organizations have the ability to engross
innovation into the organizational society & management system. In this way o, organizational culture exists
at the soul of organizational innovation. Reedy and Kenny (2007) point out that organizational culture has
an effect upon the boundary to which innovative efforts are stimulated, sustained and implemented.
Terblanche & Martins (2003) proposes an integrated interactive model to cultural values and norms
which have an influence on innovation and creativity. Organizational culture has shown strong influence on
the point to which innovation and creativity are stimulated in an organization (Martins & Terblanche, 2003),
specifically behaviour which inspire innovation, support components, strategy and structure. Strategy is the
factor of organizational culture; innovation and creativity indicate a mutual opinion & responsibility for the
upcoming. Employees must perceive the mission & vision that forward innovation and creativity and to find
the gap in current circumstances. The determinants of structure refer to a team which is strongly supportive
and influence the degree by which innovation and creativity grab a position in organization. Well, balanced
teamwork enables individual capabilities to endorse innovation & creativity successfully. The team members
should be stimulated to give honour and respect to each other & realize the effective charm and views of
others. Through this process, the members should be motivated and will raise numerous ideas and
communication. While support components creating a glowing environment to promote innovation and
creativity which draw attention to appreciation and rewards, resources accessibility, time, IT and generous
people. The last element of organizational culture is the generous behavior which boosts innovation. It is
an approach which corrects all the mistakes and creates encouragement to bring new ideas, overcoming
on conflicts and continuous learning tendencies.
Summary
The valuable thoughts are not in the air; new ideas and thoughts are required a cultural atmosphere.
Effective organizational culture requires an edge-tools drive from some combination of innovative and
creative idea & a greater efficiency for execution. Organizational culture is like a vehicle which drives
innovation and creativity. The organization’s creativity might involve in a process or innovative products that
change the existing demand—many brilliant ideas in the organization life they not ever get the sunlight.
Carry an idea from perception to the marketplace, and it is the most key process when we talk about the
organization creativity and innovation. The twin process creativity and innovation are considered as the soul
of the organization. It means to be involved in different activities or do activities differently to let the
organization give up a unique mix of value. Hence the significance of creativity & innovation offers a doorway
for astute organization’s— actively searches for opportunities to do something new or do the current task
in an incredible way.
It is understood that the existing economic situation is unstable and violent. In this accelerated age, the
new surroundings demand improved dynamism of style. This tendency of variation affects many of our lives
by planned or unplanned. Thus, the new name of this game is creativity and innovation. The astute
organization can only manage the changes innate in the new environment. To overcome on all these
challenges, it is the responsibility of the organizational culture to keep the organization slender, elastic and
excited for innovative effects to regularly pleasure the clients which are the ultimate goal of every
Noor Hassan, Jaehoon Rhee and Alisher Dedahanov
Page | 42 Global Political Review (GPR)
business/organization.
This study will argue that innovation and creativity in an organization are not just an opportunity, but a
need. First, some developing trends involve in a change the way employees understand and learn.
Organization to grab employee' attention and interest in a new way, and as an outcome, the growth of
creative methods is called for. Next, the existing and upcoming cohorts of persons are developing up
organized by creative trends, innovations, and other digital equipment. This astounding escalation of
innovations gets a new competence of meaning-making, communication, and information retrieval. The
gap between the organization and creative environment is thus disturbing learners' potentials; construct a
concept of the present organizational framework and format's inadequacy. Moreover, creativity has been
realized as a procedure for knowledge construction. Due to these reasons, it clearly understood that
innovation and creativity are unavoidable conditions for the present and future of organizations.
Organizational Culture Influences on Creativity and Innovation: A Review
Vol. IV, No. II (Spring 2019) Page | 43
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