Relevant bibliographies by topics / Innovation culture

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
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Academic literature on the topic 'Innovation culture'

Author: Grafiati
Published: 4 June 2021
Last updated: 20 February 2023

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Journal articles on the topic "Innovation culture"

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Baruk, Jerzy. "Innovations, Innovation Culture and Innovation Level of Industrial Enterprises." Gospodarka Narodowa 180, no. 11-12 (November 25, 2002): 78–94. http://dx.doi.org/10.33119/gn/113872.

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Sherimmat, Avazov, and Saydamatov Farkhod Rajabovich. "Innovative Geographical Education - A Factor For Effective Formation Of Geographical Culture." American Journal of Social Science and Education Innovations 02, no. 10 (October 30, 2020): 279–85. http://dx.doi.org/10.37547/tajssei/volume02issue10-47.

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This article reveals the most common innovative technologies in geography education, the relevance of innovative geographical education, the main objectives of innovative geographical education, the tasks, basic principles (principles) of innovative geographical education and the factors of their effective formation of geographical culture. The teacher is taught to understand innovative geographical education as a method of forming a geocologically cultured (competent) student / student personality. Enlightenment (pedagogical) innovation is mainly covered by the following concepts - innovation, educational innovation, innovation, innovation, innovation process, innovation activity, pedagogical innovation, pedagogical innovation, pedagogical innovation process, pedagogical innovation activity.
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Mazur, Jolanta, and Piotr Zaborek. "Organizational Culture and Open Innovation Performance in Small and Medium-sized Enterprises (SMEs) in Poland." International Journal of Management and Economics 51, no. 1 (September 1, 2016): 104–38. http://dx.doi.org/10.1515/ijme-2016-0022.

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AbstractThis study investigates the links between organizational culture, the use of open innovation sources and the performance of SMEs. The main hypothesis of the study is that a special type of organizational culture (termed innovative culture), which fosters creativity, learning and inter-employee cooperation – will correspond with a greater scope of open innovation sources and higher levels of innovative, operational and financial performance. The study was based on a representative CATI survey of 473 SMEs operating in manufacturing and services industries in Poland. Our statistical analysis relied on building and testing structural equation model with the AMOS software. The findings confirmed a positive association between innovative culture and the scope of open sources of innovation. However, innovative culture had no direct effect on the percentage of sales from new and modified products, which is often used as a metric of innovativeness, but did show a positive influence on an index of operational performance and ROI. Such statistical patterns suggest that fostering innovative culture is beneficial to a company, though probably not through an increased number of product innovations, but rather via process, administrative and marketing innovations, as well as other gains in efficiency attained due to more streamlined employee cooperation and knowledge exchange. The study adds to the existing body of knowledge in management science by providing a better understanding of mechanisms underlying innovative culture’s impacts on open innovation practices and metrics of operational and financial performance in the context of small and medium enterprises.
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Новичков, Николай, and Nikolay Novichkov. "Freedom of Creation for Culture, Business, Innovation." Universities for Tourism and Service Association Bulletin 8, no. 2 (May 27, 2014): 91–95. http://dx.doi.org/10.12737/3881.

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The article raises a range of issues concerning innovations and their contribution to the development of modern society and presents the author’s stance in the debate on the importance of freedom of creation for the development of culture and innovations, as well as the role of innovation policy in the development of various aspects of creative activity in Russia. Innovations are defined as new developments or pioneering work that are applicable, valuable for the consumer, obviously productive and utilitarian, and commercially feasible. The author emphasizes that the major essence of innovations lies in their exclusiveness, orientation on and commitment to future market development, as, in the author’s view, it is the only approach to defining innovation that spares national economies the also-ran status by enhancing their competitiveness in the global goods and services market. The author gives special focus to the role of higher education in the process of knowledge production and innovations, stressing the need for a reappraisal of values and a shift of emphasis – from the degree run-of-the-mill towards knowledge production and innovations. The article dwells on the current philosophical perspective on innovations as an individual’s isolated actions, processes and an activity outcome, rather than an individual’s immanent need and the ends and means of life. The author pays special attention to innovations in the humanities, whose in-demand rating in the spheres of public production and consumption is frequently higher than that of innovations in technology and engineering. In this regard, the author emphases the role of culture, which, along with science, serves as a foundation for innovative and creative components of the economy of knowledge (or, the new economy)
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Hassan, Noor, Jaehoon Rhee, and Alisher Dedahanov. "Organizational Culture Influences on Creativity and Innovation: A Review." Global Political Review IV, no. II (June 30, 2019): 33–45. http://dx.doi.org/10.31703/gpr.2019(iv-ii).04.

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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.
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Villena Manzanares, Francisco. "El impacto del compromiso por la calidad y la cultura emprendedora sobre el comportamiento innovador de la pyme manufacturera bajo un enfoque de dirección participativa." Dirección y Organización, no. 58 (April 11, 2016): 4–15. http://dx.doi.org/10.37610/dyo.v0i58.483.

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Esta investigación de carácter exploratorio, contribuye a explicar cómo afecta al comportamiento innovador de la pyme manufacturera dos filosofías empresariales. En concreto, se estudia el impacto sobre el comportamiento innovador del compromiso por la calidad y del fomento de una cultura emprendedora, bajo un enfoque de dirección participativa. Para ello se establece un modelo estructural con las relaciones entre dichas variables y se analiza con la técnica PLS (Partial Least Squares). Los resultados muestran que tanto una como otra postura afectan al comportamiento innovador de una manera muy similar.Palabras clave: comportamiento innovador, compromiso por la calidad, cultura emprendedora, dirección participativa.The impact of the commitment to quality and entrepreneurial culture on the innovative behavior of manufacturing SME under a participatory management approachAbstract: There is no doubt that innovation is the result of a complex process involving a number of actors and diverse knowledge, and also that affects all company activities. It is indisputable that the innovative behavior (the actions of the organization that implement new solutions at any organizational level in management), is key to achieve sustainable competitive advantages, as it allows companies to be flexible and to improve their ability to adapt to the market and show changes against the competition. Studies analyzing innovation in SMEs, highlight that innovation in these businesses is a process that is based primarily on the basis of their internal knowledge. Other studies indicate that SMEs, responsible for activating their innovation processes, are the customers themselves, due to new market needs or new technological developments, being RD limited innovation processes in SMEs. Moreover, the importance that culture plays in the innovation is widely acknowledged. The relationship between the two variables is mostly theoretical. There are few empirical studies focused on the relationship between culture and innovation, and most of them focused on some characteristic or trait culture (autonomy, risk mentality, market orientation, and employee management) rather than on ideals or cultural philosophies, contrary to what we do in this paper. Furthermore, the effects of certain types of culture on innovation are analyzed by few studies, in spite of not focusing on business environments. It is indisputable that innovative behavior is key to sustainable competitive advantages, as it allows companies to be flexible and to improve the ability to adapt to market changes. Therefore, finding the cultural values that encourage innovative behavior is relevant to business development. Presently, it is considered that the type of culture fostered by the organization can stimulate innovation, since culture influences the behavior of employees. As predicted by the literature, quality control oriented organizations tend to innovate on the basis of improving the control parameters, and consequently an innovation and learning-oriented organization has greater opportunities to address more radical innovations involving new technologies or break in the ideas. The objective of our research is to study the impact of commitment to quality and the promotion of an entrepreneurial culture on innovative behavior in manufacturing SMEs from the point of view of participative management. This requires a structural model where the relationships between these variables is established and analyzed through the PLS (Partial Least Squares) technique. The results will show that either one or another position is affecting innovative behavior in a similar way. Moreover, our study was carried out under a perspective of autocratic direction (measuring the views of the manager versus normative aspects), showing that the management style is not a variable, because it does not influence any business philosophies or cultures addressed in this work. The first consequence thereof is that the management style is the first key factor of management, and that business management is responsible to change or promote certain cultural aspects in a productive organization. Keywords: innovative behavior, commitment to quality, entrepreneurial culture, participative management.
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ANNING-DORSON, THOMAS. "ORGANISATIONAL CULTURE AND LEADERSHIP AS MEDIATORS OF SERVICE INNOVATION AND FIRM COMPETITIVENESS: A STUDY OF AN EMERGING ECONOMY." International Journal of Innovation Management 20, no. 07 (August 5, 2016): 1650064. http://dx.doi.org/10.1142/s136391961650064x.

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It has become imperative for researchers to mark out the institutional limits and conditions within which innovation is the most useful strategy and to establish the extent to which its efficacy is conditioned by innovative culture and leadership of the service firm. This paper makes contribution to the service innovation literature by showing the internal boundary conditions under which service innovation can effectively enhance the competitiveness of the service firm. An empirical research design comprised two sets of data collected from service managers; the first for validation and the second for structural analysis of our framework. Five service innovation dimensions were found and that innovation leadership partially mediated the relationship between the service innovations and a service firm’s competitiveness. Innovative culture also mediates the service innovations and competitiveness. In contrast to previous studies which examined the direct effect of innovation on competitiveness, our study found that the mediating role of internal conditions brings about complementarity of strategic assets which produces sustainable competitive advantage to the service firm. The practical implication is that service firms must be equally interested in creating a fundamental service philosophy through their culture and leadership to build competitive advantages.
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Strychalska-Rudzewicz, Anna. "The Impact of National Culture on the Level of Innovation." Journal of Intercultural Management 8, no. 1 (January 1, 2016): 121–45. http://dx.doi.org/10.1515/joim-2016-0006.

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AbstractThe purpose of this paper is to ascertain whether national culture has an impact on the level of innovation. The results of the analysis of data by means of statistical tools confirm that cultural factors play a big role in creating innovations. On the basis of the research, it can be assumed that the thesis formulated by Shane (1993) assuming the correlation of low power distance and strong individualism with innovation seems to be correct if we do not refer it to the Far East Asian countries. These countries seem to be very different culturally from the rest of the analyzed cultures. Low power distance and low uncertainty avoidance countries are in most cases more innovative in European countries. Impact of individualism versus collectivism is more debatable but generally in Europe more individualistic countries achieve better innovative results.
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SOBOLIEVA, Tetiana, and Tetiana NEZAMEDINOVA. "WAYS OF FORMING THE INNOVATIVE CULTURE IN AN ENTERPRISE." Herald of Khmelnytskyi National University 302, no. 1 (January 2022): 74–77. http://dx.doi.org/10.31891/2307-5740-2022-302-1-12.

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The article considers the organizational culture of the enterprise as an important internal subsystem and a prerequisite for the effective implementation of its development goals. It is established that the current stage of socio-economic relations requires the intensification of innovation activities aimed at the development and implementation of innovations, both to meet the needs of consumers and to improve internal business processes. Since the innovative activity of the enterprise is largely derived from the type of organizational culture, an important task is to strengthen its innovative component. This involves the formulation and adherence to innovative values, the coverage of which should be reflected in the company’s documents, the system of motivation, transparent communication mechanisms and decisions made by management. The development of the organization’s values should include a component that recognizes innovation as a priority and an important task of the enterprise. Innovative values can be formulated in the following areas: employees; financial activities; customers and consumers; sustainable development of the organization. Conducting “innovative” holidays dedicated to the achievements in innovation, both individual employees and the entire organization, will help to “consolidate” innovative values and increase motivation. The same goal can be promoted by the development of the corporate image of the organization, style, emblem, elements of recognition among competitors, as well as the development of branded clothing for production workers. To intensify innovation, it is important for managers to understand their key role in disseminating and prioritizing innovation among the company’s tasks, establishing contact with employees, effective delegation of tasks, setting standards of conduct in the organization, personnel policy, and system of material and non-material incentives.
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Jan, Muhammad Adil, Syed Muhammad Amir Shah, and Kashif Ullah Khan. "The Impact of Culture on Innovation: the moderating role of Human Capital." International Journal of Accounting and Financial Reporting 1, no. 1 (December 31, 2014): 607. http://dx.doi.org/10.5296/ijafr.v4i2.6871.

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Innovation plays an important role in developing the economy, to expand and sustain the high performance of firms, to maintain competitive edge in industry and improved the standard living and in creating a better quality of life. In Adhocratic culture, openness provides to employees and no fear of doing faults or getting things wrong to be done, human capital are the creative peoples and if democratic organizational culture is provided to them the organization can be find more innovative. The focus of current study was on the link between organizational cultures and innovation. Although the literature suggests the relevance of culture in increasing innovation, there is a lack of empirical evidence supporting this relation, which this study has explored. Our findings provide support for this relation. Furthermore we found that the organization culture can enhance product innovation, but that it can also inhibit it depending on the values that culture fosters. In particular we found that product innovation is positively associated to adhocracy cultures and has a negative relation to the hierarchical cultures.
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Dissertations / Theses on the topic "Innovation culture"

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Koroleva, Polina, and Dmitry Moiseev. "Power of innovative culture." Thesis, Linnéuniversitetet, Ekonomihögskolan, ELNU, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-20296.

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Abstract Authors: Dmitry Moiseev and Polina KorolevaProgram: Leadership and Management in International Context Title: Power of innovative culture within organisations From 18 century almost everything that occurred during economic growth was done due to innovations. Companies started to understand that innovations could give a competitive advantage and increase organisational effectiveness. Innovative culture, in turn, is one of the most important conditions that make innovations happen. However innovative culture is not so popular and common within a lot of companies, maybe because of lack of knowledge according to this notion, maybe because of unwillingness and fear to change something. Innovative culture consists of aspects that have some particular shade and lead to innovations’ creation. In this research we defined innovative culture, determined and analysed different aspects that differentiate it among any other kind of culture. We showed advantages of innovativeness and described the leadership style which serves to innovations. Our findings are proven by the examples and words of leaders from global companies, which helped to build us empirical part.
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Campos, Josue. "Culture: A Driver for Innovation." University of Cincinnati / OhioLINK, 2017. http://rave.ohiolink.edu/etdc/view?acc_num=ucin1504868773591606.

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Tu, Hengsong, and Xin Yuan. "Chinese culture Chinese corporation culture and innovation : how does a corporation implement innovation properly." Thesis, Högskolan i Gävle, Avdelningen för Industriell utveckling, IT och Samhällsbyggnad, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-7466.

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Culture has covered several areas which related to human beings’ life, it was manifested in process of doing, value judge, communication manners, education issues, historical events, economic situation and so on in communities. So, the culture would impact the operation ways of a corporation. Through the prevalent theory of Hofstede’s culture division, we understood that Chinese culture has its characteristics which could be portrayed as long power distance, collectivism, masculinity, uncertainty avoidance and long-term orientation. The Chinese enterprise has long been the epitome of the massive collective, where employees usually treated their organization as their family. Additionally, these large organizations and government related enterprises had a multitude of standardized procedures and regulations, numerous managerial levels, and promotions based on knowledge of and obedience to these procedures and policies, exemplifying the hierarchy culture (A.Ralson, Jane, H. Terpstra, Wang, C.Egri, 2006). And this study, we will review some literatures at first sector and get comprehensive insight of Chinese corporate culture, and discuss the relationship between corporate culture and innovation capability through interview with some corporations’ leaders in second sector. Through this work, we are trying to provide some successful experiences to Chinese corporations.
文化反映在人类生活中的很多方面，诸如做事情方式，沟通的礼节，教育，历史事件，经济状况等等方面。在很大方面，一个国家的文化会影响到企业的经营方式。通过当前比较流行的霍夫特德的文化区分理论，我们了解到中国的文化特点体现为比较长的权利距离，集体主义倾向，更男性化，强调风险规避以及考虑长期目标。因此，中国的企业也长期处在中国文化的影响中，表现起来就是中国的企业更强调集体文化，以及把企业当作家的思想。企业中存在许多的规章制度以及等级观念，员工的晋升与个人的成就和服从相关联。通过这篇文章，我们在一系列文献整理的基础上，更好的了解中国文化和中国企业文化，并进而讨论文化与创新之间的联系。并且最后我们将举出一些取得成功的中国本土企业的例子，并探讨他们成功的经验。
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Mühlenhoff, Judith [Verfasser], and Katharina [Akademischer Betreuer] Hölzle. "Culture-driven innovation : acknowledging culture as a knowledge source for innovation / Judith Mühlenhoff ; Betreuer: Katharina Hölzle." Potsdam : Universität Potsdam, 2017. http://d-nb.info/121840177X/34.

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Meneses, Alvarez Fernando. "Engineering a culture that promotes innovation." Thesis, Massachusetts Institute of Technology, 2018. http://hdl.handle.net/1721.1/117938.

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Thesis: S.M. in Management of Technology, Massachusetts Institute of Technology, Sloan School of Management, 2018.
Cataloged from PDF version of thesis.
Includes bibliographical references (pages 69-71).
In today's world, innovation has become a well-worn, sometimes over-used buzzword. Much of today's innovation is mainly linked with new technologies. Many companies talk about innovation using new metrics like "innovation premium," and they would like to be on the "Top 100 Most Innovative" list published by Forbes every year. This thesis seeks to answer the following questions: Do the CEOs of the most innovative companies create a unique environment within their organizations? Do they create an internal culture that supports employees who have ideas for innovative products or services? What can a CEO do to influence the company's shared attitudes, values, goals, and practices which in turn promote innovation? What are the main elements that influence internal culture and make it more innovative? To answer these questions, I reviewed the research literature by scholars and researchers on innovation. I also reviewed literature about the kind of organizational culture that promotes innovation. In addition, I interviewed nine leaders from several companies generally regarded as being innovative to inquire how they fostered an innovative environment. From this study, I identified three main elements that I think are key to creating a culture that promotes innovation. After determining the critical elements necessary for innovation, I interviewed 17 individuals from P-Automotive (a pseudonym). I asked them to discuss how their internal innovation culture relates to the three main elements. Based on what I learned from the research literature, the innovative leader interviews, and the case study of P-Automotive, I provide several general recommendations and several specific recommendations (for P-Automotive) for fostering an innovative organizational culture.
by Fernando Meneses Alvarez.
S.M. in Management of Technology
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Flitton, Matthew. "Building the future newspaper culture and innovation /." Diss., Columbia, Mo. : University of Missouri-Columbia, 2008. http://hdl.handle.net/10355/6676.

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Thesis (M.A.)--University of Missouri-Columbia, 2008.
The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Title from title screen of research.pdf file (viewed on July 13, 2009) Includes bibliographical references.
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Danks, Shelby. "Measuring Culture of Innovation: A Validation Study of the Innovation Quotient Instrument." Thesis, University of North Texas, 2015. https://digital.library.unt.edu/ark:/67531/metadc848105/.

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The ability for an organization to innovate has become one of the most important capabilities needed in the new knowledge economy. The research has demonstrated that an organization’s culture of innovation in particular predicts organizational innovativeness across multiple industries. To provide support to these organizations in their abilities to understand the culture of innovation, researchers have developed instruments to measure culture of innovation, and while many of these instruments have been widely used to inform organizational opportunities for improvement, few of these instruments have been validated or replicated beyond their initial use. The current study employs multiple factor analytic methods to validate the factor structure of the Innovation Quotient instrument developed by Rao and Weintraub and assess the extent to which the instrument is reliable for multiple organizational groups. The results of this study, as well as implications for researchers interested in culture of innovation, are presented.
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Liu, Changyuan, and Suleman Akbar. "How Innovation Culture Drives Growth at Al-Elm." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-13873.

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Introduction  With great deal of emphasis being placed at a company‘s ability to innovate for its continual survival, and the role the Innovation Cul-ture at a company plays in achieving that innovation, and translating the dream into reality, we set out to study a one such case, Al-Elm Information Security Company, in Riyadh Saudi Arabia, which had achieved phenomenal growth over the last 6 years through innova-tion. Therefore in this thesis will discuss and present the role of In-novation Culture in driving growth, particularly in Al-Elm‘s case, as our case study for this research paper.PurposeThe purpose of this research thesis is to study and analyze the role of innovation culture in Al-Elm Information Security Company‘s con-tinued survival and explosive growth.MethodTo fulfill the purpose of this thesis, we followed qualitative research and conducted semi structured and structured interviews with both open ended and closed ended questions through the means of fae-to-face on site interviews in Riyadh Saudi Arabia where Al-Elm is lo-cated, to collect the empirical data. For this study, we have included only seven interviews out of a total of twelve interviews we con-ducted for the purpose of this research, following purposive sam-pling. In the analysis, we analyzed Al-Elm‘s previous success based on Innovation, its current growth trajectory, as well as future projec-tions based on the Innovation Culture, providing insights based on both the empirical findings as well as literature. We deducted the conclusion that innovation culture is the vital source to keep the company, Al-Elm, continually survive and thrive, and grow fur-ther. Actually innovation culture is embedded in the company system and also is a habit for all the people within the organization. Innovation culture makes employee generate more useful ideas and then put them into practice for the company, which is why company has experienced phenomenal growth and has grown exponentially in terms of revenue and size.
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Godoy, Renata Semensato Pereira de. "Relações entre cultura organizacional e processos de inovação em empresas de base tecnológica." Universidade de São Paulo, 2009. http://www.teses.usp.br/teses/disponiveis/18/18140/tde-20102009-164640/.

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Esta pesquisa analisou as relações entre a cultura organizacional e os processos de inovação em empresas de base tecnológica na cidade de São Carlos. Buscou-se identificar e compreender aspectos da cultura organizacional que facilitam ou dificultam os processos de inovação. Utilizou-se estratégia de investigação mista (delineamento quanti-qualitativo). Teve-se como hipóteses que: I) Os processos de inovação, nas empresas estudadas, focalizam mais os aparatos visíveis, como a tecnologia, do que aspectos intangíveis como a cultura da inovação; e II) A busca por inovação aparece mais nas políticas internas de aquisição de tecnologia do que nas políticas de gestão de pessoas. O estudo dividiu-se em duas fases: a primeira fase consistiu em levantamento quantitativo acerca de características da cultura da inovação das empresas de base tecnológica de São Carlos que aceitaram participar do estudo. A amostra foi composta por 15 empresas. A segunda fase compreendeu dois estudos sequenciais quanti-qualitativo. A análise qualitativa foi feita em profundidade, conforme as teorias psicossociológica e psicodinâmica. Instrumentos: entrevistas semi-estruturadas, observações de campo, questionários e escalas específicas para avaliação da cultura organizacional e da cultura da inovação. Os resultados apóiam a primeira hipótese e parcialmente, a segunda. Os dados sugerem que a inovação está positivamente relacionada à existência de cultura organizacional específica. Contudo, para que a inovação ocorra, não é necessário que todos os fatores referidos na literatura estejam presentes na organização; porém, a existência de alguns, como tolerância à ambiguidade e ao erro, trabalho desafiante e em equipe, suporte das lideranças, comunicação clara, coesão e reconhecimento de esforços favoreceram a inovação.
This research bases analyzed the relationship between organizational culture and innovation processes in technology-based companies, in São Carlos city. It aimed to identify and understand deeply some organizational culture aspects that make innovation process easier or harder. Considering the characteristics of the issue under analysis, a mixed investigation strategy was chosed (quanti-qualitative outline), having as hypothesis: I) Innovation processes focus more efforts on visible apparatuses, such as technology, than on intangible aspects, as culture of innovation; and II) The search for innovation is more visible on internal technology acquisition politics than on people management politics. The research was divided in two phases: the first one was consisted by a quantitative about characteristics of innovation culture of technology-based companies that agreed in participate from this research. The sample was composed by 15 companies. The second phase included two sequential quanti-qualitative researches. The qualitative analysis was deeply developed, based on psicossociological and psychodinamic theory. Investigation tools: semi-structured interviews, field observations, questionnaires and specific inventaries that evaluated organizational culture and innovation culture. Results support the first hypothesis and partially the second one. Data suggest that innovation is positively related to the existence of specific organizational culture. However, in order to make innovation processes happen, there is no need implementing in the organizational all the aspects found in literature, but the existence of some of these aspects as tolerance for ambiguity and error, supportive leaderships, clear and open communication, cohesion and recognition for efforts make the innovation process construction easier and more able to happen.
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Ocnarescu, Ioana Cristina. "Aesthetic experience & innovation culture : the aesthetic experience in an R&D department through design and for innovation culture." Phd thesis, Ecole nationale supérieure d'arts et métiers - ENSAM, 2013. http://pastel.archives-ouvertes.fr/pastel-01016795.

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This thesis, conducted at Alcatel-Lucent Bell Labs France under the supervision of LCPI Laboratory and Strate Collège, explores the concept of aesthetic experiences in an R&D department.One of the current interests of design research explores the concept of User eXperience (UX) and provides frameworks and methods to observe, describe and generate a rich product experience. Other recent studies focus on the aesthetic experience in organizations. Using an Action-Research approach, we extend the knowledge on aesthetic experiences through a new perspective: rather than looking at the users' experience, we framework the experience of multidisciplinary R&D teams through a qualitative and quantitative study. Our experimentation field consists of multidisciplinary projects from the Applications Research Domain (APPRD) - the multidisciplinary department of Alcatel-Lucent Bell Labs. We study the most memorable projects - those that trigger aesthetic experiences in the work experience of research-engineers. Our goal is to understand what is the link between aesthetic experience feelings, design practices and aspects of the innovation culture. Finally, we propose a descriptive framework of aesthetic experience in this context and we show first implications to trigger this type of experience in a multidisciplinary R&D department.
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Books on the topic "Innovation culture"

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Innovation generation: Creating an innovation process and an innovative culture. Milwaukee, Wis: ASQ Quality Press, 2008.

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Carayannis, Elias G., and Ali Pirzadeh. Culture, Innovation, and Growth Dynamics. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-14903-1.

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Carayannis, Elias G., and Ali Pirzadeh. Culture, Innovation, and Growth Dynamics. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-14903-1.

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Deschamps-Sonsino, Alexandra. Creating a Culture of Innovation. Berkeley, CA: Apress, 2020. http://dx.doi.org/10.1007/978-1-4842-6291-7.

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Chouteau, Marianne, Joëlle Forest, and Céline Nguyen, eds. Science, Technology and Innovation Culture. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2018. http://dx.doi.org/10.1002/9781119549666.

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The innovation matrix: Culture and structure prerequisites to innovation. Westport, Conn: Quorum Books, 1994.

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Stadt, Kultur, Innovation: Kulturwirtschaft und kreative innovative Kleinstunternehmen in der Stadt Zürich. Zürich: Seismo, 2006.

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Merrill, Peter. Innovation never stops: Innovation generation : the culture, process, and strategy. Milwaukee, Wisconsin: ASQ Quality Press, 2015.

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Mangan, Peter J. Innovation in hospitals: The culture connection. Dublin: University College Dublin, 1992.

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Oden, Howard W. Managing corporate culture, innovation, and intrapreneurship. Westport, Conn: Quorum Books, 1997.

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Book chapters on the topic "Innovation culture"

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Herzog, Philipp. "Innovation culture." In Open and Closed Innovation, 59–82. Wiesbaden: Gabler, 2011. http://dx.doi.org/10.1007/978-3-8349-6165-5_3.

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Bianco, Carolina. "Innovation and Culture." In Innovation Management, 113–33. Berlin, Heidelberg: Springer Berlin Heidelberg, 2018. http://dx.doi.org/10.1007/978-3-662-56698-5_4.

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Weis, Bernd X. "Innovation Culture and Innovation Management." In From Idea to Innovation, 103–65. Berlin, Heidelberg: Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-642-54171-1_5.

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Artzberger, Bill. "Culture and Values." In Fostering Innovation, 95–108. New York: Productivity Press, 2022. http://dx.doi.org/10.4324/9781003318354-8.

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Liu, Anita, and Richard Fellows. "Culture and Innovation." In Construction Innovation and Process Improvement, 63–94. Oxford, UK: Wiley-Blackwell, 2012. http://dx.doi.org/10.1002/9781118280294.ch4.

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Joshi, Rajul G., and Pavan Soni. "How managers shape innovation culture." In Innovation, 121–40. London: Routledge, 2022. http://dx.doi.org/10.4324/9780429346033-10.

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Muñoz-Seca, Beatriz, and Josep Riverola. "Implementing Innovation." In The New Operational Culture, 136–45. London: Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230584600_14.

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Goffin, Keith, and Rick Mitchell. "Creating an Innovative Culture." In Innovation Management, 265–310. London: Macmillan Education UK, 2010. http://dx.doi.org/10.1007/978-1-137-04752-6_8.

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Goffin, Keith, and Rick Mitchell. "People, Culture and Organization." In Innovation Management, 295–344. London: Macmillan Education UK, 2017. http://dx.doi.org/10.1057/978-1-137-37344-1_8.

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Holt, Knut. "Organizational culture." In Market Oriented Product Innovation, 92–108. Boston, MA: Springer US, 2002. http://dx.doi.org/10.1007/978-1-4757-5720-0_7.

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Conference papers on the topic "Innovation culture"

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Dmytrenko, Gennadi, and Anhelina Spitsyna. "INNOVATION CULTURE AS A COMPONENT OF THE INNOVATIVE ENVIRONMENT ECONOMIC CULTURE." In PARADIGMATIC VIEW ON THE CONCEPT OF WORLD SCIENCE. European Scientific Platform, 2020. http://dx.doi.org/10.36074/21.08.2020.v1.05.

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Mylnikova, Larisa. "Innovation Culture and Education." In 2017 International Conference on Culture, Education and Financial Development of Modern Society (ICCESE 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/iccese-17.2017.19.

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Xianyi Yang and Lingling Gong. "Design and culture innovation." In 2009 IEEE 10th International Conference on Computer-Aided Industrial Design & Conceptual Design. IEEE, 2009. http://dx.doi.org/10.1109/caidcd.2009.5375421.

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Roelandts, Wim. "Creating a Culture of Innovation." In 20th International Conference on VLSI Design held jointly with 6th International Conference on Embedded Systems (VLSID'07). IEEE, 2007. http://dx.doi.org/10.1109/vlsid.2007.57.

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SHU, LIBING, WEILE ZHENG, and WANG. "STUDY ON TEENAGER'S ATTITUDE AND BEHAVIOR TOWARDS TRADITIONAL CULTURE." In 2021 INTERNATIONAL CONFERENCE ON ADVANCED EDUCATION AND INFORMATION MANAGEMENT (AEIM 2021). Destech Publications, Inc., 2021. http://dx.doi.org/10.12783/dtssehs/aeim2021/36008.

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Abstract. In the context of expanding opening up and rapid urbanization, it is meaningful to explore the protection, inheritance and innovative development of local excellent traditional culture. The investigation showed that Ningbo’s excellent traditional culture, represented by the Yongshang culture and the benevolent filial piety culture, is generally recognized and accepted among young people. From the perspective of behavioral tendencies, the “innovative and exploratory” tendency is the strongest, and the tendency of “inheritance and protection” and “active learning” are in the middle, while the tendency of “action adaptability” is the weakest. In the future, it is necessary to strengthen the inheritance and development of excellent traditional culture among young people, including strengthening traditional cultural propaganda, promoting cultural connotation innovation and encouraging group mutual learning.
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Liu, Shan, Muyu Zhang, and Baojun Gao. "Innovation Culture, R&D Intensity, and Firm Innovation." In Hawaii International Conference on System Sciences. Hawaii International Conference on System Sciences, 2020. http://dx.doi.org/10.24251/hicss.2020.755.

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Nelunova, Elena. "INNOVATION INTEACHING FOREIGN LANGUAGES AND CULTURE." In 4th SGEM International Multidisciplinary Scientific Conferences on SOCIAL SCIENCES and ARTS Proceedings. STEF92 Technology, 2017. http://dx.doi.org/10.5593/sgemsocial2017/35/s13.034.

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Kwon, Jongwook, Dan Kim, and Chang E. Koh. "A Comparative Study of National Culture and Innovation: Effects of Cultural Dimensions on Traditional Innovation and Online Innovation." In 2016 49th Hawaii International Conference on System Sciences (HICSS). IEEE, 2016. http://dx.doi.org/10.1109/hicss.2016.452.

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Sadovnikova, Olga N. "The Moduses Of Axiological Strategies Implementation In The Discourse Of Innovation." In Dialogue of Cultures - Culture of Dialogue: from Conflicting to Understanding. European Publisher, 2020. http://dx.doi.org/10.15405/epsbs.2020.11.03.90.

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Leonova, I. S., L. N. Zakharova, and A. I. Makhalin. "Organizational culture and socio-psychological age of female personnel of medical institutions." In INTERNATIONAL SCIENTIFIC AND PRACTICAL ONLINE CONFERENCE. Знание-М, 2020. http://dx.doi.org/10.38006/907345-50-8.2020.496.505.

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The results of an empirical study of the socio-psychological age of female doctors of clinics that have successfully entered into the innovative format of development and clinics experiencing many years of difficulty in introducing innovations are presented. It is shown that the organizational culture of innovative clinics is characterized by a pronounced adhocratic component, and a clan-hierarchical model dominates in problematic clinics, therefore, the introduction of innovations is carried out by inconsistent administrative methods typical of this model. As a result, the personnel experiences a high level of stress, which makes them feel unwell, tired, it rejects innovations and strives to maximize the clan component of the organizational culture as a means of protection against the stress of innovative changes. The results are an «older» socio-psychological age and a low level of labour involvement, which, in general, shows the correspondence of the characteristics of the female personnel of problematic clinics to gender stereotypes. In innovative clinics, female personnel feel more alert, healthy and younger, shares, regardless of the chronological age, innovative values traditionally associated with younger ages, is personally involved in the work process and does not fall under the characteristics of gender stereotypes. It is shown that the socio-psychological age of female personnel and the value of readiness for innovation depend on the type of organizational culture. In the future, female doctors are oriented towards an innovative way of market development of their clinics, but not in the managerial paradigm that is currently being implemented by management. Successful management of the socio-psychological age and the introduction of innovation involve the abandonment of administrative methods, the prevention of the stress of organizational change and the establishment of innovative values as the basis of a new organizational culture.
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Reports on the topic "Innovation culture"

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Seybold, Patricia. Building an Innovation Culture. Boston, MA: Patricia Seybold Group, September 2014. http://dx.doi.org/10.1571/psgp09-25-14cc.

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Seybold, Patricia. Culture Nurtures Innovation at Luck Stone. Boston, MA: Patricia Seybold Group, April 2014. http://dx.doi.org/10.1571/cs04-24-14cc.

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Johnson, Edgar M. Workshop Introducing Innovation and Risk: Implications of Transforming the Culture of DoD. Fort Belvoir, VA: Defense Technical Information Center, March 2004. http://dx.doi.org/10.21236/ada428283.

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Luker, Debra. Faster and Cheaper: Creating a Culture of Innovation for AFRL Intellectual Property. Fort Belvoir, VA: Defense Technical Information Center, January 2016. http://dx.doi.org/10.21236/ad1012836.

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Cuello, Hugo, Alex Glennie, and Nyangala Zolho. Innovation Agencies in Latin America and the Caribbean: A Characterization of the RELAI Network. Inter-American Development Bank, November 2022. http://dx.doi.org/10.18235/0004574.

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This report considers the ways in which innovation agencies are currently operating across Latin America and the Caribbean. The analysis is focused on the Latin American Network of Innovation Agencies (RELAI), which is an association that brings together the main national and regional innovation agencies in the region. Although this is a study of the institutions that are members of RELAI, the insights and recommendations are intended to be useful to other innovation agencies across the region and worldwide. This research revealed six key factors that are significant in shaping an innovation agency's role in its system: harmonized ecosystem, institutional safeguards, learning culture, autonomy and influence, skills and talent, and networks and reach. This report considers each factor, offering a general framework to help agencies assess where they are in relation to each area and suggesting ideas for action to support the development of agency capabilities and preparedness for future challenges.
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McIntyre, Phillip, Susan Kerrigan, and Marion McCutcheon. Australian Cultural and Creative Activity: A Population and Hotspot Analysis: Coffs Harbour. Queensland University of Technology, 2021. http://dx.doi.org/10.5204/rep.eprints.208028.

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Coffs Harbour on the north coast of NSW is a highway city sandwiched between the Great Dividing Range and the Pacific Ocean. For thousands of years it was the traditional land of the numerous Gumbaynggirr peoples. Tourism now appears to be the major industry, supplanting agriculture and timber getting, while a large service sector has grown up around a sizable retirement community. It is major holiday destination. Located further away from the coast in the midst of a dairy farming community, Bellingen has become a centre of alternative culture which relies heavily on a variety of festivals activated by energetic tree changers and numerous professionals who have relocated from Sydney. Both communities rely on the visitor economy and there have been considerable changes to how local government in this region approach strategic planning for arts and culture. The newly built Coffs Harbour Education Campus (CHEC) is an experiment in encouraging cross pollination between innovative businesses and education and incorporates TAFE NSW, Coffs Harbour Senior College and Southern Cross University as well as the Coffs Harbour Technology Park and Coffs Harbour Innovation Centre all on one site. The 250 seat Jetty Memorial Theatre is the main theatre in Coffs Harbour for local and touring productions while local halls and converted theatres are the mainstay of smaller communities in the region. As peak body Arts Mid North Coast reports, there is a good record of successful arts related events which range across all genres of music, art, sculpture, Aboriginal culture, street art, literature and even busking and opera. These are mainly managed by passionate local volunteers.
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Hearn, Greg, Marion McCutcheon, Mark Ryan, and Stuart Cunningham. Australian Cultural and Creative Activity: A Population and Hotspot Analysis: Geraldton. Queensland University of Technology, August 2020. http://dx.doi.org/10.5204/rep.eprints.203692.

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Grassroots arts connected to economy through start-up culture Geraldton is a regional centre in Western Australia, with 39,000 people and a stable, diverse economy that includes a working port, mining services, agriculture, and the rock-lobster fishing industry (see Appendix). Tourism, though small, is growing rapidly. The arts and culture ecosystem of Geraldton is notable for three characteristics: - a strong publicly-funded arts and cultural strategy, with clear rationales that integrate social, cultural, and economic objectives - a longstanding, extensive ecosystem of pro-am and volunteer arts and cultural workers - strong local understanding of arts entrepreneurship, innovative business models for artists, and integrated connection with other small businesses and incubators
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Dunbar, William, Suneetha M. Subramanian, and Makiko Yanagiya. Recognising and Supporting the Role of Culture in Effective Area-based Conservation. United Nations University Institute for the Advanced Study of Sustainability, December 2022. http://dx.doi.org/10.53326/nrlk9587.

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Other effective area-based conservation measures (OECMs) can achieve positive biodiversity outcomes in a larger area than is covered by protected areas. But this requires OECMs to be better integrated into sustainable production systems in conjunction with protected areas. Good examples of productive social-ecological systems exist. Recognising potential OECMs requires recognising the cultures that make them possible. Recommendations: (i) fully recognise and support the role of culture in fostering interlinked human–nature relationships and nurturing biodiversity in production landscapes and seascapes; (ii) develop sustainable market mechanisms using landscape approaches that promote respect for local cultures and the rights of all stakeholders; (iii) apply good practices for empowering cultures to enhance long-term biodiversity outcomes; (iv) provide innovative incentives including capacity development to encourage local communities to manage their landscapes and seascapes for biodiversity conservation.
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Huang, Zhangkai, Gordon Phillips, Jialun Yang, and Yi Zhang. Education and Innovation: The Long Shadow of the Cultural Revolution. Cambridge, MA: National Bureau of Economic Research, May 2020. http://dx.doi.org/10.3386/w27107.

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Hall, Mark, and Neil Price. Medieval Scotland: A Future for its Past. Society of Antiquaries of Scotland, September 2012. http://dx.doi.org/10.9750/scarf.09.2012.165.

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The main recommendations of the panel report can be summarised under five key headings. Underpinning all five areas is the recognition that human narratives remain crucial for ensuring the widest access to our shared past. There is no wish to see political and economic narratives abandoned but the need is recognised for there to be an expansion to more social narratives to fully explore the potential of the diverse evidence base. The questions that can be asked are here framed in a national context but they need to be supported and improved a) by the development of regional research frameworks, and b) by an enhanced study of Scotland’s international context through time. 1. From North Britain to the Idea of Scotland: Understanding why, where and how ‘Scotland’ emerges provides a focal point of research. Investigating state formation requires work from Medieval Scotland: a future for its past ii a variety of sources, exploring the relationships between centres of consumption - royal, ecclesiastical and urban - and their hinterlands. Working from site-specific work to regional analysis, researchers can explore how what would become ‘Scotland’ came to be, and whence sprang its inspiration. 2. Lifestyles and Living Spaces: Holistic approaches to exploring medieval settlement should be promoted, combining landscape studies with artefactual, environmental, and documentary work. Understanding the role of individual sites within wider local, regional and national settlement systems should be promoted, and chronological frameworks developed to chart the changing nature of Medieval settlement. 3. Mentalities: The holistic understanding of medieval belief (particularly, but not exclusively, in its early medieval or early historic phase) needs to broaden its contextual understanding with reference to prehistoric or inherited belief systems and frames of reference. Collaborative approaches should draw on international parallels and analogues in pursuit of defining and contrasting local or regional belief systems through integrated studies of portable material culture, monumentality and landscape. 4. Empowerment: Revisiting museum collections and renewing the study of newly retrieved artefacts is vital to a broader understanding of the dynamics of writing within society. Text needs to be seen less as a metaphor and more as a technological and social innovation in material culture which will help the understanding of it as an experienced, imaginatively rich reality of life. In archaeological terms, the study of the relatively neglected cultural areas of sensory perception, memory, learning and play needs to be promoted to enrich the understanding of past social behaviours. 5. Parameters: Multi-disciplinary, collaborative, and cross-sector approaches should be encouraged in order to release the research potential of all sectors of archaeology. Creative solutions should be sought to the challenges of transmitting the importance of archaeological work and conserving the resource for current and future research.
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