▶ The Interplay between organizational and national cultures as a comparison of organizational

practices

- The results showed that the four dimensions of culture are either unrelated, or at best weakly
related to national cultures.

- More significant differences were found for organizational culture when the comparisons were
made on the basis of industry.

- National culture tends to have a stronger differentiating influence on organizational climate and
leadership than does industry.

- Size of the organization tended to have a negative impact on the development of the clan or
employee-focused culture and a positive one on hierarchy culture.

▶ Organizational learning culture, innovative culture and innovations in South Korean firms
(Skerlavaj, Song, Lee)

- An innovation can be a new product or service, a new production technology, a new operation
procedure or a new management strategy to an enterprise.

- Innovations have always been essential for the org’s long-term survival and growth and currently
play even more crucial role in the company’s future to follow the rapid pace of markets’ evolution.

organizational learning culture is very important when trying to improve innovativeness.

The paper addresses organizational learning culture, which is proposed and defined as a set of
norms and values about the functioning of an organization.

- An important assumption of CVF is that each type of culture is an ideal type. The culture in
an organization is a combination of different culture orientations, although usually one type
is more dominant than the others.

Denison and Spreitzer (1991) argued that overemphasizing any culture type may become
dysfunctional and the strength of the quadrant may even become a weakness.

While there is a consensus that organizational culture is critical in any change initiative, no
such consensus exists as to what type of org. culture best supports business transformation
and innovativeness.

This opened up the question of which combination of culture types is most appropriate for
innovations.
▶ The Impact of Organizational Culture on Creativity and Innovation

1) Higher degree of employees’ identification with the values of the organization will be positively
related to the willingness to produce new ideas.

2) We assume that if employees see that the results of their creative work is carried out (it is
transformed to innovation), it reinforces their sense of purpose of the work and they are more likely
to come up with more ideas.

3) *** Does the existence of an atmosphere of psychological safety (no worries come up with new
ideas, suggestions, improvements etc.) impact on employee’s willingness to produce new ideas?

4) Higher level of open team communication about new ideas will be positively related to the team
creativity.

5) Better interpersonal relationships in the workplace will be positively related to the individual
creativity.
▶ Assessing the Work Environment for Creativity (Amabile et al. 1996)

▶ Drivers of Innovativeness and performance for innovative SMEs in South Korea.

The findings show that market orientation and entrepreneur orientation, respectively, exert a positive
impact on firm in innovativeness via learning orientation. It is likely that learning orientation is
central to incorporating all the key factors that are influential on firm innovativeness. That is to say,
orientation is found to have the

▶ The effect of pro-entrepreunal architectures and relational influences on innovative behavior in

a flat organizational structure [리더의 역할]

Transactive nature  transformational nature

The importance of developing a deeper understanding the nature of individual employee

commitment to CE

PEA LMX CSE

Our findings indicate that from an architectural perspective, focusing first on designing systems and
processes that allow for autonomy is fundamental to innovation observed in the workplace.
Moreover, our findings suggest that by focusing on the provision of creative time, organizational
system and process designs may also provide an important impetus beyond normal working hours
that complement

Transformative leadership efforts

Generate or facilitate the development of creative self-efficacy