scholarly journals An Exploration Of The Impact Of Organizational Culture On Innovation Performance In The Canadian Biotechnology Industry

2021 ◽  
Author(s):  
Maxwell Johnson

Research addressing innovation performance in the Canadian biotech industry has primarily addressed financial metrics and not the influence of organizational culture. The lack of research on biotech organizations in terms of culture presented a "gap" in the research. An innovation performance model was developed based on the existing literature and the theorized linkages between constructs. The key addition to the conceptual model was the construct of organizational culture. The key addition to the conceptual model was the construct of organizational culture. The Competing Values Framework of Cameron and Quinn (1999) was the theoretical framework selected as the lens through which to explore the impact of culture on innovation performance, defined in terms of aggregate organizational patent output. Overall, based on the results of this research, the dominant culture generated greater innovation performance. Although, several constructs in the research model reached significance, organizational culture had a weak association with innovation performance.

2021 ◽  
Author(s):  
Maxwell Johnson

Research addressing innovation performance in the Canadian biotech industry has primarily addressed financial metrics and not the influence of organizational culture. The lack of research on biotech organizations in terms of culture presented a "gap" in the research. An innovation performance model was developed based on the existing literature and the theorized linkages between constructs. The key addition to the conceptual model was the construct of organizational culture. The key addition to the conceptual model was the construct of organizational culture. The Competing Values Framework of Cameron and Quinn (1999) was the theoretical framework selected as the lens through which to explore the impact of culture on innovation performance, defined in terms of aggregate organizational patent output. Overall, based on the results of this research, the dominant culture generated greater innovation performance. Although, several constructs in the research model reached significance, organizational culture had a weak association with innovation performance.


Author(s):  
William M. Campbell ◽  
Philip Moore ◽  
Martyn Ratcliffe ◽  
Mak Sharma

This chapter addresses the impact of organizational culture on the adoption of Green IT initiatives. We begin by exploring organizational culture and consider the nature of culture within the IT sector. An analysis of the effect of culture on sustainable use of IT is presented using Cameron and Quinn's Competing Values Framework as a tool to explore organizational culture. A major theme of this Chapter is the use of choice architectures to ‘nudge' individuals in particular directions with a focus on adopting green IT policies. Other themes explored are the roles social media play in promoting green IT and the impact of culture on the use of tools which deliver green IT including cloud computing and context-aware systems. We consider the impact of globalization. Key recommendations for working with culture to support the adoption of green IT are provided.


2018 ◽  
Vol 24 (2) ◽  
pp. 425-445 ◽  
Author(s):  
Mojca Indihar Štemberger ◽  
Brina Buh ◽  
Ljubica Milanović Glavan ◽  
Jan Mendling

Purpose The paper investigates differences in the success of business process management (BPM) initiatives and their connection with organizational culture. The purpose of this paper is to identify propositions on characteristics of BPM initiative that are favorable for its success according to dominant organizational culture. Therefore, the authors’ aim was to identify connections of organizational commitment to BPM and dimensions of business process orientation (BPO) with dominant organizational culture. Design/methodology/approach As a research design, the authors used a questionnaire to collect data on the BPM adoption practices of organizations in Austria, Croatia and Slovenia with more than 50 employees. BPM adoption was measured with BPO and organizational culture with Competing Values Framework (CVF). Non-parametric tests have been applied for the analysis. On this survey data, the authors conducted statistical tests to identify those factors that discriminate successful from unsuccessful BPM initiatives. Findings The study revealed empirical insights about characteristics of successful BPM initiatives in different organizational cultures. There are several statistically significant differences with respect to the success of BPM adoption. The chance of success appears to be higher: when the BPM initiative is rolled out in the entire organization if the organization has Clan, Market or Hierarchy culture; when the BPM is run on a continuous basis in Hierarchy culture and repeatedly in Adhocracy culture; when a top-down approach is used in organizations with Market or Hierarchy dominant culture; when the BPM initiative has a strategic role and formal responsibilities are defined in Clan and Hierarchy cultures. Originality/value The authors’ empirical findings provide the basis for the formulation of detailed propositions on the interaction of various factors and their impact on BPM adoption in connection to organizational culture. In this way, the authors’ contribution is situated in the inductive research cycle and informs theory building for BPM adoption.


Author(s):  
William M. Campbell ◽  
Philip Moore ◽  
Martyn Ratcliffe ◽  
Mak Sharma

This chapter addresses the impact of organizational culture on the adoption of Green IT initiatives. We begin by exploring organizational culture and consider the nature of culture within the IT sector. An analysis of the effect of culture on sustainable use of IT is presented using Cameron and Quinn's Competing Values Framework as a tool to explore organizational culture. A major theme of this Chapter is the use of choice architectures to ‘nudge' individuals in particular directions with a focus on adopting green IT policies. Other themes explored are the roles social media play in promoting green IT and the impact of culture on the use of tools which deliver green IT incuding cloud computing and context-aware systems. We consider the impact of globalization. Key recommendations for working with culture to support the adoption of green IT are provided.


Author(s):  
William M. Campbell ◽  
Philip Moore ◽  
Martyn Ratcliffe ◽  
Mak Sharma

This chapter addresses the impact of organizational culture on the adoption of Green IT initiatives. We begin by exploring organizational culture and consider the nature of culture within the IT sector. An analysis of the effect of culture on sustainable use of IT is presented using Cameron and Quinn's Competing Values Framework as a tool to explore organizational culture. A major theme of this Chapter is the use of choice architectures to ‘nudge' individuals in particular directions with a focus on adopting green IT policies. Other themes explored are the roles social media play in promoting green IT and the impact of culture on the use of tools which deliver green IT including cloud computing and context-aware systems. We consider the impact of globalization. Key recommendations for working with culture to support the adoption of green IT are provided.


2018 ◽  
Vol 20 (3) ◽  
pp. 154-176 ◽  
Author(s):  
Ilir Nase ◽  
Monique Arkesteijn

PurposeThe purpose of this paper is to investigate how strategic corporate real estate (CRE) management varies across different types of organizational culture. Additionally, the authors examine how a set of well-established strategies is categorized by CRE executives and investigate whether there have been any changes in priorities of managers’ rating in importance of these strategies compared to a post-GFC study. Design/methodology/approachA wide-scale survey of CRE managers was undertaken in summer 2016. Two key components of the survey are namely importance scoring of CRE strategies after the framework of Gibler and Lindholm (2012) and organizational culture assessment based on the competing values framework of Cameron and Quinn (2006). Analysis of CRE strategy importance is undertaken based on the average score comparison per each cultural family, and additional features are reported based on the industry sector, firm size and CRE department size. Principal component analysis is used to provide statistical evidence on the grouping of CRE strategies by practitioners. FindingsEmpirical evidence points toward a clear division on the organizational culture dimension that differentiates effectiveness criteria of flexibility and discretion from stability and control. More specifically, clan and adhocracy cultural types prioritize employee-centric CRE strategies, whereas hierarchy and market cultures consider “Reducing real estate cost” as their single most influential strategy. Research limitations/implicationsThe competing values framework has been adapted from the original ipsative scoring process to reflect the fact that only one respondent per firm assesses their organization’s culture. Practical implicationsThe findings of this study are useful to CRE managers striving for maximum strategic fit within their firms as they unveil clear patterns of CRE strategy prioritization among different organizational culture types. Originality/valueTo the authors’ best knowledge, this is the first study that analyzes the inter-relationships among CRE strategies and organizational culture variations. Additionally, the paper provides a categorization of CRE strategies through statistical methods that follow a clear pattern based on the scope of each strategy.


2013 ◽  
Vol 16 (2) ◽  
pp. 221-242
Author(s):  
Maria Ershova ◽  
Jan Hermelink

Abstract The paper addresses issues regarding the current balance between spirituality and administration in different church denominations using an interdisciplinary approach which combines management science and theology. It presents a comparative study of organizational culture of the Roman Catholic Church, a Lutheran church, and a Reformed church with the use of the questionnaire based on the Competing Values Framework (Cameron/Quinn) and qualitative interviews with leading persons in church. The authors discuss the findings from two different but complementary perspectives: in relation to the four types of organizational cultures in the Cameron/Quinn framework, and as a result of the specific denominational semantics represented in the questionnaire used for the study. The results show how the question of modernity is reflected in organizational culture of churches, and how deeply the respondents’ perception of church is influenced by inherent normativity. One of the central conclusions is that religiously rooted normativity serves as an instrument of balancing the administrative and the spiritual in church.


Sign in / Sign up

Export Citation Format

Share Document