An organisational culture model to promote creativity and innovation

By E. C. Martins, Nico Martins. 2002

124 citations recorded by the source corpus.

The aim of the study was to determine what type of organisational culture would support creativity and innovation in an organisation. A new model was developed and compared with the theoretical model. Similarities, differences and new perspectives emerged. The factors trust relationship, working environment, management support and customer orientation on an operational level presented shifts in emphasis in the new model. The trust relationship in particular indicated that trust manifests in openness and sincerity. Trust influences both employee support for change and the probability of successful change, which influence the degree to which creativity and innovation are stimulated and promoted. OPSOMMING Die doel van die studie was om te bepaal watter tipe organisasiekultuur kreatiwiteit en innovasie in ‘n organisasie sal stimuleer. ‘n Nuwe model is ontwikkel en met die teoretiese model vergelyk. Ooreenkomste, verskille en nuwe perspektiewe het aan die lig gekom. Die faktore vertrouensverhouding, werkomgewing, bestuursondersteuning en klientegeorienteerdheid op ‘n operasionele vlak was klemverskuiwings in die nuwe model. Spesifiek die vertrouensverhouding het daarop gedui dat vertroue manifesteer in openlikheid en opregtheid. Vertroue beinvloed beide werknemers se steun vir verandering en die waarskynlikheid van suksesvolle verandering, wat die mate waarin kreatiwiteit en innovasie gestimuleer en bevorder word, sal beinvloed.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/e09b1cb5faea0fd6017ea132265fec4d96f8f34e

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. M. Coetzee
2. David Pooe
3. C. Mafini
4. Nico Martins
5. A. Nasurdin
6. M. Hemdi

In Strategy and Management

1. David Pooe
2. C. Mafini

Citations in the corpus

• Organisational culture, employee satisfaction, perceived leader emotional competency and personality type: An exploratory study in a South African engineering company (2007, background): “Organisational practices are regarded as the core elements that characterise the organisation’s culture and generally include the following four major dimensions and sub-elements (eskildsen & Dahlgaard, 2000; Martins & Martins, 2002):”
• The relationship between employee satisfaction and organisational performance : evidence from a South African government department : original research (2013, result): “These results are supported by a number of previous studies (Martins & Martins, 2002) which reveal that employee creativity is critical for improving organisational performance.”