1. Organizational Culture,
Creativity, and Innovation
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2. Learning Objectives
1. Define organizational culture and identify the various
functions it serves in organizations.
2. Describe the four types of organizational culture identified
by the double S cube.
3. Identify the factors responsible for creating and
transmitting organizational culture and for getting it to
change.
4. Define creativity and describe the basic components of
individual and team creativity.
5. Describe various approaches to promoting creativity in
organizations.
6. 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
Subcultures
organizations rather than entirely throughout them.
Dominant Culture: The distinctive, overarching
Culture
“personality” of an organization.
Toxic Organizational Cultures: Organizational
Cultures
cultures in which people feel that they are not
valued.
Healthy Organizational Cultures: Organizational
Cultures
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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6. 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
Sociability
characterized by the degree of friendliness typically
found among members of an organization.
Solidarity: A dimension of the double S cube
Solidarity
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
Culture
organizational culture is characterized by high levels
of sociability and low levels of solidarity.
 Mercenary Culture: In the double S cube, this type of
Culture
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
Culture
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
Culture
organizational culture is characterized by both a high
degree of sociability and a high degree of solidarity.
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8. 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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12. Transmitting Culture
Symbols: Objects that say more than meets
Symbols
the eye
Slogans: Phrases that capture organizational
Slogans
culture
Stories: “In the old days, we used to . . .”
Stories
Jargon: The special language that defines a
Jargon
culture
Ceremonies: Special events that
Ceremonies
commemorate corporate values
Statements of Principle: Defining culture in
Principle
writing
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13. Famous Slogans
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14. 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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16. How Culture Changes
 Composition of the
workforce
 Mergers and
acquisitions
 Planned
organizational
change
 Responding to the
internet
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17. Creativity
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
thinking
problems in unique ways.
Understand complexities
Keep options open and avoid premature
judgments
Follow creativity heuristics
– Creativity heuristics: Rules that people follow to help
heuristics
them approach tasks in novel ways.
Use productive forgetting
– Productive forgetting: The ability to abandon
forgetting
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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20. 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
Morphology
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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22. 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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