The impact of organisational culture on introducing disruptive innovations
Emerging technologies and new forms of organising have rekindled debates on how to foster and manage disruptive innovation. While academics and practitioners alike have given much attention to disruptive innovation since Christensen proposed it (1997), our understanding of how organisational culture...
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| Formato: | tesis de maestría |
| Fecha de publicación: | 2023 |
| País: | España |
| Recursos: | Universitat Politècnica de Catalunya (UPC) |
| Repositorio: | UPCommons. Portal del coneixement obert de la UPC |
| Idioma: | inglés |
| OAI Identifier: | oai:upcommons.upc.edu:2117/404476 |
| Acesso em linha: | https://hdl.handle.net/2117/404476 |
| Access Level: | acceso abierto |
| Palavra-chave: | Industrial management Technological innovations Leadership Commercial companies, Interventions, Values, Practices, Process, Leader, Framework Empreses--Direcció i administració Innovacions tecnològiques Lideratge Àrees temàtiques de la UPC::Economia i organització d'empreses::Direcció d'operacions |
| Resumo: | Emerging technologies and new forms of organising have rekindled debates on how to foster and manage disruptive innovation. While academics and practitioners alike have given much attention to disruptive innovation since Christensen proposed it (1997), our understanding of how organisational culture impacts disruptive innovation remains incomplete, where organisational culture refers to the values, beliefs, and norms that guide how people interact within the organisation. This study addresses this gap by collecting qualitative data about organisational culture practices, integrated values, and disruptive innovation activities and processes via semi-structured interviews with managers and experts in the innovation of different commercial companies based in Europe. The thesis is based on qualitative data and grounded theory inside action research with an inductive approach to bring to light the organisational culture features that foster disruptive innovation. This thesis focuses on contributing to developing a conceptual framework to facilitate the implementation of disruptive innovation by an effective organisational culture in commercial companies. The identified research gap enables three key contributions from this study: First, the Cultural Enablers of Disruptive Innovation framework which connect the following components: (1) suitable organisational structure, (2) main values to cultivate among employees, (3) interventions to facilitate the introduction of disruptive innovation, and (4) disruptive innovation process. Second, this research contributes to the literature by demonstrating how changes in organisational structure and culture can impact positively introducing disruptive innovation. Third, it contributes to discussions on the vital organisational culture values and interventions needed for introducing disruptive innovation emphasizing the leader’s contribution and organisational efforts to achieve successful implementation. Finally, it supports the academic society with suggestions for future research |
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