Overview of selected articles
Organizational culture.
Hogan and Coote (2014) studied organizational culture and offered a useful model on how people think about various processes fostering innovation in organizations. The study was focused on Schein’s model of organizational culture to develop its rationale about cultural processes supporting organizational innovations. Through the use of Schein’s theoretical model, Hogan and Coote (2014) were able to outline various ways through which managers seeking to establish innovation culture in their organizations can do so within their professional settings. Organizational culture gives an account of various vital characteristics which can lead managers to innovative behaviours within an organizational setting. Hogan and Coote (2014) research used an empirical research model to reports its findings, with data from approximately 100 participants from law firms been examined to test the model. Results from this study indicated a link between distinct layers of culture in the organization and values that support innovations on their performance. The findings indicate how different organizational layers such as norms, innovative behaviours and artefacts are essential in mediating and supporting innovations in an organization. Organizations are, therefore, social and physical constructions. Thus, a good understanding of the organizational culture can lead organizations in shaping their innovation processes as well as boosting their performance. Generally, Schein’s model is a useful framework for understanding the organizational culture as well as fostering a culture of innovations for organizations around the world. The research contributes to theory development and practice, particularly in areas of organizational culture and fostering the innovative behaviours within organizations. Hogan and Coote (2014) also offer novel opportunities for firms to address their client needs through the differentiation of their products, services, and organizational processes by encouraging a culture of innovation.
Introduction
The following is an analysis of two journal articles examining organizational culture and innovations and how these two are linked to organizational performance. Hogan and Coote (2014) study the link between these distinct layers of organizational culture and how they link with innovative behaviours within organizations. Naranjo-Valencia et al. (2016) study the link between culture and innovation through the use of sample companies. The section below, therefore, offers a distinct critical analysis of these two papers, followed by a comparison of the two articles, which also a basis for this essay report.
Conclusion
This essay report offered a critical analysis of two distinct journal articles from different authors, primarily investigating organizational culture and innovation and how these link to affect the general performance of the organization. A summary of each journal article has also been given together with the research methods used by each researcher. Findings from these two pieces of research indicate a link between organizational culture and innovations in an organization. Managers can, therefore, use these two reports to foster a culture of innovation for their organizations and transform the general performance of the firm.
References
Hogan, S.J. and Coote, L.V., 2014. Organizational culture, innovation, and performance: A test of Schein’s model. Journal of business research, 67(8), pp.1609-1621.
Naranjo-Valencia, J.C., Jiménez-Jiménez, D. and Sanz-Valle, R., 2016. Studying the links between organizational culture, innovation, and performance in Spanish companies. Revista Latinoamericana de Psicología, 48(1), pp.30-41.
