Impact of organizational culture on innovative behavior of staff

Abstract

: Innovation is the key to the survival of an organization, and therefore the study of the processes that support innovation should be of interest both to the scientific community. Edgar Schein's layered model of organizational culture offers a framework for thinking about the processes that drive innovation. The defining characteristic of the model is the subtle but important differences between different levels of organizational culture (i.e. values and norms, artifacts and behaviors). The main assumption of this study is that Shane's model offers an acceptable explanation for the cultural processes that support organizational innovation, especially in service firms. Despite the intuitive appeal and practical value of Shane's conceptual framework, empirical research related to this model is limited. This article develops a rationale for an empirical model based on Shane's conceptual model. The results obtained generally confirm the hypothetical relationships. A key result is how levels of organizational culture, in particular norms, artifacts, and innovative behavior, partially mediate the impact of innovation-supporting values on firm performance. The results obtained have implications for theory and practice, especially in relation to the formation of an organizational culture in professional services companies that promotes innovative behavior.