A configurational approach to organizations assumes that structural and cultural characteristics must be in “fit” to produce the wanted outcome. With a focus on innovation, this study examines empirically to what extent innovative activities with a large, global telecom company are produced by an innovative culture, an innovative structure, as well as the fit between the two. Based on an extensive survey (N = 21064, response rate = 65) of employees in seven countries in Europe and Asia, data was aggregated to unit level as culture by nature is a collective phenomenon. The empirical analysis detected both the individual effects of culture strength and homogeneity, structure, as well as the fit between the two. The results indicate that an innovative culture and an organic structure indeed fosters innovation, but that, somewhat surprisingly, there are not effects of the fit between the two. Both practical and theoretical implications are discussed.
A New 2–Base Pair Deletion in the RPGR Gene in a Black Family With X-Linked Retinitis Pigmentosa