Much recent discussion has highlighted the challenges posed by what have variously been called “disruptive”, “discontinuous”, “breakthrough” and “radical” innovations. Although the labelling may vary, the underlying themes appear to be consistent. In particular it is clear that under conditions in which the dominant “rules of the game” change as a result of emergent or shifting markets, major movements at the technological frontier, dislocations in the regulatory environment etc, even organizations with well-developed innovation capabilities get into difficulties. This is less a matter of particular technological, market or political stimuli than of the limitations of the repertoire of organizational responses available to the firm. This resurfaces a long-running concern with managing innovation in two different modes, namely “exploitation” and “exploration”. This thesis reports the results of exploratory research into specific aspects of the organizational culture within the Research and Development (R&D) setting of a small mature UK based company, Cerulean. In doing so it also identifies and discusses key management interventions for developing an innovation culture that facilitates radical product innovation. Cerulean designs and manufactures quality control instrumentation and has in the past been very successful with radically new products. In recent years this propensity for “radicalness” has declined and the company now wishes to regain this capability. A grounded research methodology and a participative action research approach was utilised to surface issues that clearly illustrated both the presence and intensity of aspects of organisation culture that enabled and inhibited radical product innovation. Participative analysis of the data identified nine emerging themes and key constructs of an innovation culture that was found to influence “radicalness” in new product development ventures. The interrelationships between the themes were discussed in the context of current theoretical perspectives in the field of innovation management. This led to the development of a conceptual model that incorporates two “ideal” archetypal forms of innovation culture. A composite instrument was developed based on existing evaluation tools and used to assess the innovation culture. First use of the instrument indicated areas of opportunity in developing a radical innovation culture. Further participative analysis of the emergent themes and the assessment and evaluations of the extant innovation culture, resulted in a series of management interventions to stimulate the development of a culture to facilitate radical product innovation. The design of the interventions was also informed by the literature and other organizations, part of a national Discontinuous Innovation Forum (DIF) undergoing similar ambitions. The proposed interventions comprise a series of linked management actions in the form of a plan to shift the innovation culture of the company closer to a desired radical innovation culture.

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This work tries to outline means, which can be used to improve efficiency of public administration. It does it by an exploitation of relevant sources containing actual facts. Simultaneously it tries to summarize the specifics of public administration reengineering and also mentions some methods, methodologies and standards, which can be used for public administration transformation. This work contains a list of challenges and tasks, which should be solved in a scope of this object area and also an overview of the most important actual approaches applied during transformation of public administration. Thanks this it documents a state of the public administration reengineering in our country and also abroad (concretely in Europe and in the United States of America). This work tries to solve one of the tasks of the mentioned issue thanks theories of a social and cultural anthropology by a creation of a reference model, which displays a way of a social capital formation among citizens of a country. The social capital catalyzes creation of efforts to change a form and heighten a quality of public administration provided services and it's also one of the conditions necessary for creation of a new form of public administration, which will fully use the possibilities of a contemporary information society.

Over the past 15 years, technological change has introduced an unprecedented amount of competition in the global marketplace. Large corporations are at risk of disruption by global competitors, particularly the start-up community. In today’s highly competitive environment, the goal of every business is to get ahead: this is known as ‘competitive advantage.’ One way to foster competitive advantage is through innovation—the process of change, be it a new product, idea, or method. It can mean adapting the work environment to deliver an improved service or altering the business model. Large corporations are scalable business models by design. When a company establishes a successful business model, it monetizes that model to the fullest extent, supporting the model via corporate structures, processes, tools, and cultures. These companies now face a conundrum: the policies and procedures that make them efficient also stifle innovation, which is critical to business success in today’s ultra-competitive and ever-changing market. Large companies find it especially challenging to innovate successfully within the confines of massive, bureaucratic operational structures. Since most companies are designed to deliver under their current structures, any innovation that requires a change in business model or approach requires structural changes within the company. “Intrapreneurship,” also known as corporate entrepreneurial behaviour, has the potential to resolve the issues of innovation in large corporations. Intrapreneurship is a major competitive differentiator: benefits include increased economic growth, greater efficiency, the ability to manage change effectively, greater employee engagement and development, the ability to attract and retain entrepreneurial leaders, and sustainable growth. However, organizations are not aware of how to cultivate an intrapreneurial environment. In fact, organizations often unintentionally cultivate the opposite, by adopting risk-adverse policies, limiting corporate experimentation. The extant literature examines intrapreneurship at a firm level; however, there is limited literature identifying intrapreneurial traits at an employee level. It is these employee traits and behaviours that enable organizations to act intrapreneurially, resulting in value creation for organizations. Leadership engagement as it relates to intrapreneurship is also an area that is under researched. The support of leaders in innovation efforts is crucial for intrapreneurial employees to thrive and take ideas from a place of conception to implementation. This study takes a qualitative, approach, including semi-structured interviews of employees of a large technological firm and five semi-structured interviews with executives from media, technology, and finance industries. This research identifies specific traits of employees of intrapreneurial employees, including their behaviours and attributes. This research places the employee at the heart of the organization while positioning leaders and cultural elements on the periphery. It identifies curiosity, skilled risk taking, and experimentation as core intrapreneurial traits. This study also identifies the traits and behaviours of successfully intrapreneurial organizations and the role that leadership plays in supporting and developing intrapreneurial environments and cultures. Leadership has significant and positive relations with both empowerment and an innovation-supporting organizational climate. Top managers' leadership style has been identified as being one of the most important factors—if not the most important—when it comes to driving innovation. The findings from this research indicate that leaders need to play more of an active role in developing intrapreneurial activity. They need to evolve their role into shepherds who guide intrapreneurs in navigating the corporate immune systems. This research also evolves the conceptual framework of Antoncic and Hisrich (2001) by adding employee traits and leadership as new paradigms.

O objetivo dessa dissertação foi avaliar se a gestão da comunicação e da cultura organizacional influencia as determinantes da cultura de inovação em multinacionais brasileiras. Considera-se o estudo relevante uma vez que a inovação tornou-se elemento estratégico para empresas que buscam competitividade em tempos de globalização, em especial para as de países emergentes como o Brasil. Foi realizada a revisão da literatura de três campos: a internacionalização das empresas, a cultura nacional e organizacional que influencia a inovação e a comunicação e relações públicas. A metodologia de pesquisa foi qualitativa, de caráter exploratório, aplicada junto a quatro respondentes de cada uma das seis multinacionais brasileiras consideradas inovadoras em seus segmentos pelo ranking Anuário Inovação Brasil, publicado pelo jornal Valor Econômico, em 2015. Por meio de um framework baseado em nove categorias, buscou-se identificar como as determinantes da cultura organizacional e comunicação influenciam a cultura de inovação e, também, verificar se a cultura de inovação é influenciada pelas dimensões culturais de Hofstede de distância de poder e o controle das incertezas. Utilizando as determinantes que influenciam a cultura de inovação encontradas em Martins e Terblanche e os princípios da Comunicação Excelente em Grunig, Ferrari e França, foi elaborada uma matriz de análise para verificar e analisar as premissas do estudo. As principais conclusões levaram a considerar que a gestão da comunicação e da cultura organizacional tem influência na cultura de inovação, principalmente no estabelecimento de estratégias na forma de declarar, reconhecer e envolver os públicos no propósito de inovação, assim como no estímulo a comportamentos favoráveis à inovação ou à inibição de barreiras culturais, como o medo de errar. Evidenciou-se que a comunicação aberta e simétrica, que fundamenta os princípios da Comunicação Excelente de Grunig, influencia a cultura de inovação e que o modelo de gestão mais participativo que proporciona uma abertura para o processo de comunicação estratégica indicado por Ferrari foi identificado como mais adequado para envolver os públicos com o propósito de inovação. / The purpose of this dissertation is to evaluate if communication management and organizational culture influence the determining factors of the culture of innovation in Brazilian multinationals. The study is considered relevant insofar as innovation has become a strategic element for companies seeking a competitive edge in the era of globalization, particularly for emerging countries such as Brazil. Three fields in the literature were reviewed: internationalization of companies, national and organizational culture that influences innovation and communication, as well as public relations. The research methodology was qualitative and exploratory, applied to four respondents from each of the six Brazilian multinationals considered to be innovators in their business sector by the Inovação Brasil yearbook published by the Valor Econômico in 2015. Based on a nine-category framework, this study aims to identify how the determining factors of organizational culture and communication influence the culture of innovation and also to verify if the culture of innovation is influenced by Hosftede\'s cultural dimensions of degree of power distance and uncertainty avoidance. An analysis matrix underpinned by the determining factors that influence the culture of innovation found in Martins & Terblanche and in the principles of the Excellence Theory in Communication found in Grunig, Ferrari & França was created to verify and analyze the assumptions of this study. The main conclusions led us to believe that communication management and organizational culture have an influence on the culture of innovation, mainly in the development of format strategies to declare, recognize and involve the public with the purpose of innovation, as well as in the motivation of behaviors that are favorable to innovation or the inhibition of cultural barriers, such as the fear to make a mistake. The study posits that the open and symmetric communication that underpins the principles of Grunig\'s Excellence in Communication influences the culture of innovation and a more hands-on management model, that creates an opening for the strategic communication process referred by Ferrari, was identified as the most suitable to involve the public with the purpose of innovation.

The definition for a culture of innovation (COI) is the perception of a company that prioritizes the advancement of new ideas that create value across all operations. On the face of it that seems a precious attribute for any company to nurture and exploit, but measuring and valuing a culture of innovation has proven elusive for corporations. There is a tendency to break down innovation into R&D, patents granted, and new product development and while these are all significant components of innovation a cultural definition is more encompassing of the entirety of a company and the financial results should be reflected in the financial performance as a whole. The research for this dissertation utilizes the CoreBrand Index® (CBI) quantitative research database and fields for the first time an inquiry about 160 large public companies among engaged but impartial observers about their perceptions of the culture of innovation. The findings are then correlated to the cash flow multiple (CFM), which is a firm-wide financial variable. Analysis evaluates whether COI is more or less predictive of the CFM than historical attributes in the CBI. This dissertation verifies past research by the author and extends the study into new and expedient pathways to measure, value and manage intangible assets.

Made available in DSpace on 2010-04-20T20:48:07Z (GMT). No. of bitstreams: 3 98348.pdf.jpg: 19152 bytes, checksum: afd623393fd572f404269bfabc8dbd98 (MD5) 98348.pdf.txt: 368016 bytes, checksum: bc73f93942ad937d4eff8df5f266f828 (MD5) 98348.pdf: 2784600 bytes, checksum: fca320363426f71ef8817dc73ae94a5c (MD5) Previous issue date: 2004-06-01T00:00:00Z / Inovação passa a ser considerada, a partir da última década, um tema estratégico na administração. Embora sendo apontada como um fator crítico para a obtenção de vantagem competitiva e estar presente em toda a história da humanidade, pouco se sabe realmente sobre como fomentá-la, e quais suas variáveis incentivadoras. No Brasil a inovação ainda é restrita como fator de estudo e divulgação de sua reprodução. Este fato se dá principalmente pelas características do meio organizacional, que visualiza a inovação como uma vantagem competitiva da organização, não devendo desta forma ser reproduzido; no caso, é um segredo da própria organização. Essa situação levou ao desenvolvimento desta pesquisa, a qual se propôs a verificar como se constitui um ambiente de inovação e de que forma elementos de uma cultura organizacional se relacionam com a inovação. Buscaram-se como respondentes os atores organizacionais que interagem diretamente com a inovação, bem como aqueles que vivenciam o ambiente e percebem a cultura da organização no seu dia-a-dia. Utilizou-se para isto um levantamento com amostragem intencional, respondido por 7 (sete) empresas e por 30 (trinta) representantes de cada empresa. As empresas pesquisadas são todas brasileiras e de diversos ramos de atuação. Possuem tamanhos diferenciados, assim como se situam em diferentes regiões do Brasil. O faturamento e o número de empregados também não são fatores semelhantes entre elas. A diversidade das características foi proposital para se poder tentar averiguar semelhanças de características da cultura, mesmo em empresas tão diferentes. A pesquisa foi dividida em duas etapas denominada diagnóstico e validação. Na etapa de diagnóstico fez-se um levantamento qualitativo e quantitativo em 3 organizações, confirmando os dados obtidos nesta etapa, na etapa de validação, com mais 4 organizações. Como conclusão, pode-se afirmar que o ambiente inovador foi observado nas 7 organizações pesquisadas através da análise dos fatores do ambiente. As conclusões acerca dos elementos que formam a cultura da organização e sua relação com a inovação, pode-se afirmar que os mesmos são os valores, as crenças e pressupostos, os ritos, rituais e cerimônias, as estórias e mitos, os tabus, os heróis, a comunicação e os artefatos e símbolos. Destacam-se destes elementos os tabus, que constituem algo que as pessoas “não concordam nem discordam”, isto é, preferem não relacionar. Na etapa de validação os mesmos elementos foram encontrados, com menor incidência dos artefatos e símbolos. Desta forma, o pressuposto levantado na pesquisa pode ser confirmado, isto é, organizações que possuem inovação em seu resultado final, possuem realmente elementos de cultura que podem estar propiciando e incentivando o desenvolvimento de inovações. / In the last decade, innovation started to be considered a strategic theme in businesses administration. Although innovation is present in the whole history of man kind, and is pointed as a critical factor for obtaining competitive advantage in businesses, it is difficult know how to foment and motivate it. Studies about innovation and how to reproduce it in different organizations are still rare among scholars and researchers in Brazil. It happens due the fact that businesses see innovation as a source of competitive advantage and are not willing to show how to reproduce it. This situation was the motivation for this research, which intended to verify how an innovation atmosphere is constituted inside businesses, and which elements of organizational culture are linked to innovation. The subjects of this research were organizational actors that interact directly with innovation, as well as those that live the atmosphere and view the culture of the organization day by day. The research used intentional sampling, answered by 7 (seven) companies considered to be innovative in the market. The research was carried out with 30 (thirty) representatives in each company. The companies studied are all Brazilian, of several different industries, sizes and geographic location. The revenue and the number of employees are also different among them. This sampling diversity was deliberate, trying to discover similarities of culture characteristics among such different companies. The research was divided in two phases: diagnosis and validation. Qualitative and quantitative studies were carried out in 3 organizations during the diagnosis phase. The data obtained in this phase was validated (in the validation phase) with other 4 organizations. The innovative atmosphere was observed in the 7 organizations researched. Values, the faiths and presuppositions, the rites, rituals and ceremonies, the stories and myths, the taboos, the heroes, the communication and the artefacts and symbols are the elements that form the culture of the organization and were found related to innovation. Stand out of these elements “taboos”. Taboos constitute something that the people “do not agree nor disagree", i.e., they prefer not to speak about it. In the validation stage the same elements were found, with smaller incidence of the artefacts and symbols. The results confirm the research hypothesis that organizations that are innovative in their final result also possesses culture elements that propitiate and motivate the development of innovations.