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dc.contributor.authorSaiz, John
dc.contributor.authorSaiz, Natalie
dc.contributor.authorDenton-Misfeldt, Deborah
dc.contributor.authorWooten, Kevin
dc.date.accessioned2020-07-21T15:46:21Z
dc.date.available2020-07-21T15:46:21Z
dc.identifier.issn2058-8887
dc.identifier.urihttps://www.repository.cam.ac.uk/handle/1810/308208
dc.description.abstractBoth technology and innovation are considered major contributors to the competitiveness of companies and in exploiting opportunities in the market; however, too often the people processes are not given enough attention in transformation efforts - they are viewed as "HR processes" and technical leaders may not see the value of examining these areas early on as accelerators for change. The innovation culture framework presented in this paper is based on three thematic elements of innovation culture in organizations: Transformational Leadership, Organizational Climate / Environment, and Organizational Practices & Processes. The project tested and refined the framework by conducting a set of interviews, focus groups and workshop-based trials with participating commercial organizations. By focusing on the culture within an organization and coupling with other technology and innovation management efforts, leaders will have a more systemic understanding of how to sustain and increase the innovation capabilities of their organizations.en
dc.language.isoenen
dc.rightsAll Rights Reserveden
dc.rights.urihttps://www.rioxx.net/licenses/all-rights-reserved/en
dc.titleHow culture affects innovation in an organizationen
dc.typeWorking Paperen
dc.identifier.doi10.17863/CAM.54144
dcterms.dateAccepted2020
rioxxterms.versionNAen


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