This paper explores the integral role of organisational culture in driving innovation, arguing that sustainable innovation outcomes are contingent upon a supportive and adaptive cultural environment. Drawing from contemporary organisational theory and case studies, it defines culture as a dynamic system of shared values, norms, and practices that shape employee behaviour, decision making, and strategic orientation. Three key cultural archetypes, clan, hierarchy, and adhocracy are examined for their unique contributions and constraints in fostering innovation. The paper accentuates the dual nature of culture as both visible and intangible, evolving in response to leadership, market forces, and internal dynamics. Leadership is identified as a critical factor in cultural design and transformation, with leaders acting as drivers of innovation through intentional behaviours, structures, and incentive systems. Case examples of Google, Tesla, Toyota, and Disney demonstrate how culture can serve either as a catalyst or barrier to innovation depending on its alignment with strategic goals. The study concludes that while culture cannot be engineered overnight, its deliberate cultivation is essential for organisations seeking to embed innovation as a core competency.
- Quote paper
- Letang Kekwaletswe (Author), 2025, Organisational Culture and Its Role in Driving Innovation, Munich, GRIN Verlag, https://www.grin.com/document/1593132
