Understanding Organizational Innovativeness: Structure Culture Entrepreneurship – Some Perspectives

Understanding Organizational Innovativeness: Structure Culture Entrepreneurship – Some Perspectives

Sayan Banerjee (Chandragupt Institute of Management, India)
Copyright: © 2020 |Pages: 44
DOI: 10.4018/978-1-7998-2364-3.ch006
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This scholastic work is a comprehensive literature review about structure culture and innovation incorporating ideas and enumerating the growing importance of the right context in which these factors should work cohesively to bring in the required changes in the organisation. This is an added emphasis on culture as a pivot which enables an organisation to become innovative and entrepreneurial.
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2. Background

The study of innovation or entrepreneurship is a diverse multidisciplinary endeavour at the epicenter of the modern global economy (Aldrich & Rauf, 2006; Gartner, Bird, & Starr, 1992; Thornton, 1999) .Yet the role culture plays in stimulating these important societal processes is often neglected or underemphasized in management and organizational studies (Gehman & Soubliere, 2017; Lounsbury & Glynn, 2001). Spurred by the emphasis of cultural co relates and variables aspects of how culture actually affects innovation and entrepreneurship are slowly getting more and more entrenched in the management culture (Friedland & Mohr, 2004; Weber & Dacin, 2011).This particular review has inculcated in brief various perspectives in understanding culture with respects to its many sub dimensions and sub aspects like its boundaries, institutional logics, schemas, scripts and values, narratives, vocabularies, discourse and framing (Kahl & Grodal, 2016; Gehman et al., 2013; Guigi et al., 2015; Thornton et al., 2012), etc.This endeavour on my part is overtaken for this special issue not only to emphasise on the right context which plays a part to ensure organizational innovativeness but also to initiate a proper understanding on the importance of cultural processes as averred by Lounsbury & Glynn (forthcoming) .This context becomes all the more primal as most of the literature pertaining to innovation or entrepreneurship actually caters to economic ideas or about opportunity discovery or creation which tends to relegate the role of culture .

Key Terms in this Chapter

Formal Structure: Refers to formal communication channel akin to the work that is expected from a typical holder of a job.

Entrepreneurial: Akin to sense relating to entrepreneurship or in other words means more intrinsically motivated, more venturesome etc.

Structure: In the context of this paper should be understood as Organisational Designing or structures. A very lay man definition of this will be how jobs are organised in an organisation and the corresponding communication channel.

Linear Linkage: Linear coordination between the different stakeholders as defined under a framework.

Informal Structure: Refers to informal communication channels in an organisation which may or may not be correlated with the actual job definition of a job holder.

Linkage: The type of coordination mechanism between disparate stack holders.

Organisational Culture: A very raw definition of this will be how things are done and perceived in an organisation.

Systemic Linkages: Nonlinear linkage an ideal understanding will be a circular type of linkage which promotes participation of the stake holders.

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