1. Organizational Culture, Creativity, and Innovation
Chapter 14

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Learning Objectives
Define organizational culture and identify the various functions it serves in organizations.
Describe the four types of organizational culture identified by the double S cube.
Identify the factors responsible for creating and transmitting organizational culture and for getting it to change.
Define creativity and describe the basic components of individual and team creativity.
Describe various approaches to promoting creativity in organizations.
Identify the basic components of innovation and the various stages of the innovation process.
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3. Organizational Culture
A cognitive framework consisting of attitudes, values, behavioral norms, and expectations shared by organization members.
Subcultures: Cultures existing within parts of organizations rather than entirely throughout them.
Dominant Culture: The distinctive, overarching “personality” of an organization.
Toxic Organizational Cultures: Organizational cultures in which people feel that they are not valued.
Healthy Organizational Cultures: Organizational cultures in which people feel they are valued.
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4. Core Organizational Values
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5. Culture in Organizations
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The Double S Cube
A system of categorizing four types of organizational culture by combining two dimensions – sociability and solidarity. Each of the four resulting cultural types can be both positive and negative in nature.
Sociability: A dimension of the double S cube characterized by the degree of friendliness typically found among members of an organization.
Solidarity: A dimension of the double S cube characterized by the degree to which people in an organization share a common understanding of the tasks and goals about which they are working.
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7. Four Organizational Cultures
Networked Culture: In the double S cube, this type of organizational culture is characterized by high levels of sociability and low levels of solidarity.
Mercenary Culture: In the double S cube, this type of organizational culture is characterized by a low degree of sociability and a high degree of solidarity.
Fragmented Culture: In the double S cube, this type of organizational culture is characterized by a low degree of sociability and a low degree of solidarity.
Communal Culture: In the double S cube, this type of organizational culture is characterized by both a high degree of sociability and a high degree of solidarity.
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The Double S Cube
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9. Assessing Organizational Culture
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10. Interpreting Organizational Culture
Companies contain not one, but several cultures.
Organizational cultures tend to change over time.
No one culture is necessarily better or worse than any other.
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11. Creating Organizational Culture
Company founders
Experience with the environment
Contact with others
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Transmitting Culture
Symbols: Objects that say more than meets the eye
Slogans: Phrases that capture organizational culture
Stories: “In the old days, we used to ”
Jargon: The special language that defines a culture
Ceremonies: Special events that commemorate corporate values
Statements of Principle: Defining culture in writing
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Famous Slogans
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The Nike Story
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15. Culture and Performance
During the 1990s, attempts to improve corporate culture led to sizable gains in Alberto-Culver’s pretax profitability. The various milestones in this effort are identified here.
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How Culture Changes
Composition of the workforce
Mergers and acquisitions
Planned organizational change
Responding to the internet
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17. Components of Creativity
The process by which individuals or teams produce novel and useful ideas.
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18. Creativity-Relevant Skills
Break mental sets and take new perspectives
Divergent thinking: The process of reframing familiar problems in unique ways.
Understand complexities
Keep options open and avoid premature judgments
Follow creativity heuristics
Creativity heuristics: Rules that people follow to help them approach tasks in novel ways.
Use productive forgetting
Productive forgetting: The ability to abandon unproductive ideas and temporarily put aside stubborn problems until new approaches can be considered.
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19. A Model of the Creative Process
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Promoting Creativity
Training People to be Creative
Encourage openness to new ideas
Take the time to understand the problem
Develop divergent thinking
Morphology: An approach to analyzing problems in which basic elements are combined in systematically different ways.
Developing Creative Work Environments
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21. Developing Creative Environments
Provide autonomy
Allow ideas to cross-pollinate
Make jobs intrinsically interesting
Set your own creative goals
Support creativity at high organizational levels
Have fun!
Promote diversity
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Innovation
The successful implementation of creative ideas within an organization.
Building blocks:
Motivation to innovate
Resources to innovate
Innovation management
Goals
Rewards
Time Pressure
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23. The Process of Innovation
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