Organisational Culture Essay

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Executive summary The purpose of this research was to investigate the relationship between organisational culture and perceptions of innovation. In carrying out this task the writers were tasked to make use of the existing body of literature and to establish a core relation between empirical study and the existing literature Part I of this document seeks to present various definitions and explanations of key concepts namely organizational culture and innovation. Part II is empirical study that seeks to test the constructs covered in Part I. 1. Introduction For most organisations change is inevitable. Organisational cultural issues are becoming increasingly important and a source of a strategic competitive advantage. Organisational changes usually promote and intensify competitiveness, as they require dramatic changes in strategy, technology, working systems and management style, among others. These changes require an in-depth analysis of values, beliefs and behaviour patterns that guide day-to-day organisational performance. Creativity and innovation have a role to play in this change process. The topic of organisational culture often presents two contradictory images. The first is of culture as “the glue that holds the organisation together”, and the second regards it as a central part of the change process (Denison, 2001, p. 347). According to Read (1996, p. 223) post-industrial organisations of today are knowledge-based organisations and their success depends on creativity, innovation, discovery and inventiveness. The importance of creativity and innovation is emphasised as follows by Zaltman et al. (in West & Farr, 1990, pp. 3-4): “The importance of new ideas cannot be overstated. Ideas and their manifestations as practices and products are the core of social change.” According to Jassawalla and Sashittal (2002) "an

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