Islamic Culture: Land Ownership in Pakistan Analytical Essay

Introduction

Organisational culture is a set of rules and priorities which help the company meet its mission and vision, complete tasks, satisfy customers’ needs, and create its image. Depending on the country the company performs into, the principles of the organisational culture may differ.

The innovation in organisation change may vary because of the peculiarities of business running in a particular country. The innovation is a set of actions aimed at solving the problems by setting up new decisions, approaches, etc. Considering the problem of innovation, change, and organisational culture and applying the issues to personal experience, it may be stated that the main purposes of this paper are to review the theories of the nature of organisational culture.

We are going to dwell upon the impact of innovation in those theories and critically discuss how the leaders of an organisation can affect the change. We will examine how culture influences behaviours related to innovation and change in an organisation in the investment banking, and recommend the strategies and actions that could be implemented by the organisation’s leaders to improve or create a fitting culture.

A critical review of the theories of the nature of organisational culture, including how it may impact innovation, and how it may be affected by the leaders of an organisation

The notion of organisational culture is similar to understanding business and leadership. However, there are several differences noticed only because of the organisational culture. Therefore, some sources claim that the leadership is a notion, which has the same definition in different cultures, however, due to the cultural differences, the organisations usually point at the characteristic features of the leaders.

Thus, being charismatic personalities, the leadership style under such characteristic feature aims to seek for transformational style of leadership with the purpose to set up innovation. Thus, in some cultures “one might need to take strong, decisive action in order to be seen as a leader, while in other cultures consultation and a democratic approach may be the preferred approach to exercising effective leadership” (Knowledge@Wharton 1999, p. 1).

Considering such approach as the nature of innovation and the difference as the personal characteristic feature set on the leader, it may be stated that the failure to meet the requirements of the leadership in a particular organisational culture may lead to failure to run business. The organisational culture is to meet the social processes, corresponding to the environment and meet the rules prescribed in the country.

Dwelling upon the nature of the organisational change, many scholars believe that there are three layers of organisational culture which imply the correct functioning of business in the frames of one specific tradition. The lower layer of the organisational culture is the assumptions, the issues that are taken for granted. The next level is the beliefs which control behaviour. The upper level is considered to be the values which usually cover the mission, the vision and the objectives of the company.

Each of these layers performs a particular purpose that cannot be substituted. Moreover, each layer is responsible for particular characteristics which accept that the organisational culture of a particular company is unique. This theory is believed to be rather effective as it explains the information mentioned above about the similarities of understanding the organisational culture and the similar approaches in most cases but different in performance.

The organisational culture may be compared with iceberg in this case, when the visible part of it represents the issues which are accepted by all of the cultures and are considered to be similar, and the biggest part which is hidden from the eyes of others which is considered only inside of the company.

Such approach is effective as following the commonly accepted rules. Each company may refer to one specific model of creating the organisational culture which does not contradict the commonly accepted rules and at the same time has specific peculiarities (Holbeche 2006).

Trevino, Weaver, and Reynolds (2006) have developed the theory that behaviour of the employees depends on their ethical decision-making processes which depend on the intrusion of the company. The authors are sure that the company is to play an essential role in the decision-making and ethical consideration of the company as these beliefs form the organisational culture. Moreover, they are sure that the behavioural ethics influences other aspects of organisational culture.

If to accept the fact that organisational culture is the collection of assumptions, beliefs and values of the company, it is impossible to disagree with the theory. According to the literature review conducted by Trevino, Weaver, and Reynolds (2006) and the definition of the notion “organisational culture”, it may be concluded that the belief that the ethical behaviour is the basis for the organisational culture is correct as the nature of this notion is in the organisational expression, the way how the company is represented.

This aspect is considered to be the main in the discussion of the organisational culture as the company is usually perceived on the basis of the behaviour of its employees and the way the company operates at the market, which is also the activity and one of the main characteristic features of the organisational culture.

The companies are to review the behaviour of their employees based on the ethical beliefs to make sure that the organisational culture presented in the mission, vision and objectives is exactly how the company is perceived by others on the basis of the behaviour of the company employees. The unity of the concepts and believes positively influences the organisational change and shares the responsibility among all the members of the company (Belcher 2006).

There is a belief that the organisational culture differs greatly in the companies where either men or women predominate on the leadership position. Considering this aspect as one of the theories about the organisational culture, a thorough research may present the following results. Several years ago, male and female organisational cultures were absolutely different as the style of running companies was different due to characteristic features of male and female leadership style.

Nowadays, the characteristic features in leadership lose gender feature and the organisational culture is defined by means of other issues (Knowledge@Wharton 2005). However, remembering the Arabic countries, it is possible to state that the gender may play a significant role in the development of the organisational culture as Arabic people do not want to be run by women and this desire is expressed in their decision.

Doman, Glucksman, Tu, and Warren (2000) stress on the formation of the organisational culture on the basis of the talents of employees. Such theory is not effective as it is impossible to imagine the organisation which does not pay attention to the behaviour of employees, their vision and mission, motivation, company image, etc.

In case the company bases its organisational culture only on this aspect, the innovation and change processes are to be complicated by the outside processes which are to be weighted but the company does not refer to them due to cultural peculiarities (Shiu, & Yu 2010).

Long-term company goal should become the basis for the organisation and it is important to base the culture on it. It should be stated that the organisational culture with the short-term perspectives are not motivated accordingly. Only the companies which are sure to stress on the distance goals and can support the forward-looking perspectives deserve attention. The organisational culture should start with the company goals (Carey, Patsalos-Fox, and Useem).

Yukl (2009) is sure that organisational culture and the leaders are closely interconnected as the way the leaders run the company is reflected on the culture and otherwise, the culture of the organisation impacts the leadership style of the managers. The close connection is impossible to rejects.

Moreover, the author is sure that impacting the organisational culture of the company, it is possible to correct or change the performance of the leaders. Such theory deserves attention as being the reflection of the vision, mission and objectives of the company, organisational culture subjected to the behaviour of employees.

The employees, in their turn, behave on the basis of the commands and desires of the leaders. The innovation, in this case, may be conducted by means of two central actions, the change of culture (its principles, mission, vision, objectives), or the correction of the leadership style of the managers. Moreover, the managers are to encourage their workers to act creatively and individually to make sure that each of the employees has contributed to the company innovation, change and culture.

Yukl (2009) also stresses on the importance of the environment, which also impacts the organisational culture. In other words, considering the organisational culture in the USA or another European country and the organisational culture in Islamic country, the difference may be easily noticed. Therefore, the innovation is also going to be conducted in an absolutely different way. Being guided by Quran, Islamic companies will never act in contradiction to its rules, while US companies do not even know the rules in that sacred book and are not bothered with the company changes in accordance with them. Generally, the Islamic cultures and the cultures of the Western world differ greatly that helps judge the peculiarities of the organisational culture and the impact of the surrounding environment.

According to the Report from an AIM Management Research Forum (Munshi, Oke, Puranam, Stafylarakis, Towells, Moeslein, & Neely 2005), the changes in the company are to be based on the changes of the organisational culture as only in this case the company will lead successful innovation process.

The competencies and motivation of those who deal with the innovation project and implement the change into life are important. Moreover, the encouragement of those who deal with innovation is the part of the organisational culture and it depends on the specifics of the leadership, and managerial performance (Munshi, Oke, Puranam, Stafylarakis, Towells, Moeslein, & Neely 2005).

Johnson, Scholes and Whittington (2008) stress that apart from environmental forces, strategic capabilities and stakeholders’ expectation, the organisational culture also depends on legitimacy. This notion is defined as the possibility to meet “the expectations within an organisational field in terms of assumptions, behaviours, and strategies” (p. 192). Building organisational culture legitimacy is important as it is the basis for other specific notions which are covered in the sphere.

Moreover, the authors are sure that organisational culture consists of four layers, values, beliefs, behaviour and taken for granted assumptions. It is possible to state that such division of the organisational culture is supported by many authors (Morrison 2006). Organisational culture is considered as the collection of the specific aspects which impact the innovation and change in case the company decides to choose another direction.

Dwelling upon the changes and the role of organisational culture in the process Johnson, Scholes and Whittington (2008) refer to the three main aspects which are crucial while performing organisational change. The connection with the environment is important while implementation of the innovation, as in case the absence of the changes at the market, the company is to think thoroughly about the organisational changes which may impact the company performance.

The past success of the company is to be taken into account as in case the change is lead by referencing to the previous successful strategies, the company may increase the effectiveness of the innovation. Nevertheless, the use of the past success should not limit the company in the creative approaches to deciding the problems.

Therefore, it may be stated that Johnson, Scholes and Whittington (2008) believe that the organisational culture is built on the experience of the company along with the creative decisions. The company is to rely on the taken for granted assumptions as it is the basis of the company development. However, the innovation and change are aimed at improving the company performance and making it better.

Ferlie, Fitzgerald, Wood, and Hawkins (2005) offer the theory which is to be provided in the multinational companies. Many managers and leaders consider it effective to organise people in such companies in different groups depending on their organisational cultures which are based on the common mission, vision and objectives. However, such strategy is not really effective.

There is a belief that the leaders are to apply to the one single organisational culture and make sure that all of the employees follow this culture precisely. Such method, discussed by Ferlie, Fitzgerald, Wood, and Hawkins (2005), seems to be effective as being united by the same organisational culture people act for the benefit of the whole company and the innovation and change are increased.

According to Schein’s (1992) theory, organisational culture is “a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as a correct way to perceive, think and feel in relation to those problems” (p. 257).

When all employees are taught the same information and have the common experience the innovation and change, the processes are usually completed faster and with higher success.

Pearse and Kanyangale (2009) refer to contextual and historical features as the nature of the organisational culture. The theory is correct, however, the authors do not consider the innovation and change as the inevitable processes. Each company is to refer to the present issues and consider the changes at the market as the only ones. In this case, the organisational culture is going to be effective and encouraging.

The authors of the research have considered the organisational culture from the point of view of the grounded theory. They referred to the “basic social processes, interaction, or action that is identified in incidents by the people who have experienced the phenomena” (Pearse & Kanyangale 2009, p. 68).

The research gives an opportunity to say that history and concepts which have already been stated as the company priorities are important for formation of the organisational culture; however, the changes that occur in the society are to be met as this is one of the main conditions for company development and success.

Discussing the nature of the organisational culture, Lundberg (2008) pointed at the difficulty of such a definition due to the complications in defining the notion of organisational culture. Some scholars consider the structure of the company as the priority in defining the organisational culture (Handy 1999; Stare 2011).

Hatch (1997) is sure that the organisational culture is to be defines by the hired employees, their beliefs, values and attitudes. Therefore, he supports the idea that to change the organisational culture, the company is to change the staff or the principles of hiring the employees. The research conducted by Zilwa (2007) in Australia just proves that some of the aspects of the organisational culture are not influenced by the environment.

Ministry of Justice (2004) conducted a research with the reference to the idea that the organisational culture should be defined by the company goals. This is the most correct and effective means for the nature of the organisational culture. Other theories contain too many limitations and cannot cover the main idea of the organisational culture. Moreover, considering the natures of the organisational culture discussed and applying those to the innovation and change processes, it may become obvious that too many aspects are not included.

While conducting innovation and change in the company, it is not enough just to reconsider the process of hiring employees. Too complicated actions are to be conducted and too complex processes are to be implemented to provide a successful innovation and change on the organisational culture and as a result to improve the business processes which are to be impacted for sure (Winklhofer, Pressey, & Tzokas 2006).

Dwelling upon organisational culture, Ouchi and Wilkins (1995) tried to decide whether organisational culture is dependent or independent variable. The supporters of the dependent nature of the organisational culture refer to the following. They are sure that “the culture of a firm is the natural outgrowth of its particular time and place and is not subject to human attempts at manipulation” (Ouchi & Wilkins 1995, p. 478).

Those consider the interdependent nature of the organisational culture as the most correct and the above mentioned issues as inappropriate and tend to “explicate the variety of forms through which the subtle and implicit features of organisation influence the thoughts, feelings, and behaviour of individual participants” (Ouchi & Wilkins 1995, p. 478).

Finally, the Internet and other innovative technologies have impacted the organisational culture greatly that has changed the relation to the whole process of innovation and change. The very implementation of the Internet in the company is the organisational change and restructuring of the culture in the company. The specialists claim that has brought the Internet to the company, and the managers added: “a new dimension to understanding an organisational culture that is either artefact, value or assumption” (Ogbonna, & Harris 2006, p. 171).

Even though the organisational culture is defined by Khan, Usoro, Majewski and Kuofie (2010) as the way people behave and the behaviour may differ depending on the environment, the Internet has equally impacted the organisational culture of many companies as the way of communication has changed, which is an inevitable part of the organisational culture of any company.

One more unique theory has been developed by Sarris (2008), who has managed to consider the nature of the organisational culture in the isolated environment.

The Antarctic expedition was examined and the results have proven that the environment (unique setting), the desire for work (motivation), performance (behaviour) and the belief in the outcome (vision and mission) create the supportive atmosphere and people do not have too vivid desire to return home.

Therefore, it may be concluded that the creation of the organisational culture is not an independent process which may be completed without human intrusion. Much time is to be spent in order to create the supportive environment and positive organisational culture.

Therefore, it is possible to conclude that there are a number of theories related to the nature of the organisational culture, which differently impacts the processes of innovation and change. It is obvious that the way the company considers the organisational culture influences the way the innovation and change are provided.

The most spread theories of organisational culture in company are devoted to ways of thinking and programming (training of employees), based on behaviour of staff, affected by the common themes and interests, vision and mission (Low, & Chapman 2003). Great contribution was made by Fard, Rostamy, and Taghiloo (2009) who were sure that only the integration and collaboration of theories and approaches to formation of the organisational culture might be effective.

In other words, Fard, Rostamy, and Taghiloo (2009) conducted a research which had proven that only in case the nature of the organisational culture is created on the basis of the unity of the theories and integration into one another the organisational change is going to come easier and faster than in case only one aspect is covered, either the behavioural or cognitive.

An examination of how culture influences behaviours related to innovation and change in an organisation of your choice

Having an experience in the investment sphere in many companies all over the world, the Islamic banking is believed to be one of the most striking organisations due to its organisational culture. The organisational culture of the banks in Arab countries is based on Quran, the sacred writing that controls and influences the life principles of all Arabic nations. Islamic banking has some specific demands which are to be followed.

The violation of any of the requirements which is going to be mentioned is related to the law violation and is severely punished. It should be stated that the cultural environment of the Arabic countries is one of the most influential aspects which presuppose the behaviour of the employees. Therefore, the cultural aspects are sure to influence the innovation and change in the organisation in case the company expresses the desire.

To understand what the Islamic banking is and which differences are crucial with the banking sphere in the USA and Europe, the following principles are to be considered. The companies and their employees are forbidden to draw any possible profit from the financial operations. It means that the banks in Islam cannot get profit from the interest, which is the main income for USA and European banks.

The Islamic banking follows the principle of prohibition of “any unjustifiable increase of capital, whether in loans or sales” (Institute of Islamic banking and insurance n.d.). The banks are forbidden to create the contracts and agreements which offer too risky conditions, vague and uncertain outcome.

The contracts with the reference to the random events are also forbidden as the participants of the agreement are to control all of the aspects of the deal and to make sure that both parties have done all possible to create the successful outcome of the deal.

The companies which deal with investment processes are to invest only in the lawful sectors with the responsibility to “link all financing to tangible assets: in order to be Sharia-compatible, all financial activities must be linked to a concrete economic activity as represented by a transfer of underlying assets or a participative financing” (Middle East 2011, p. 42) and to agree the risks between the lender and the debtor.

Considering the Islamic banking on the example of one specific company, it should be reminded that the organisational culture is based on the principles of Quran where women are treated differently, and the profit of the company should not be based on the personal benefit. In other words, the banks are forbidden to get money on the basis of the interest, from the use and storage of the finances of other companies and from the operations with money when it is offered for personal needs.

Such operations are not considered as the services and it is important to make sure that these demands are followed. The country law forbids the banks to make money on money as in this cases people do not apply to actions, they are not busy with anything and get profit. Remembering the principles of the Islamic banking, the company I have experience into applied to the Internet banking services.

Thus, the company bank helped to transfer the finances from one account to another one, supported the accounts and performed other specific activities aimed at protecting the account of a persona and make it possible for him/her to reach the account any time the want in accordance with the contract terms. Thus, the banks did not get profit from the interest, but got money for provided services.

The Islamic banking and the organisation I worked into is one of the greatest examples of the innovation and change on the basis of the organisational culture. The bank I worked for had to reconsider the culture and the appearance of the Internet in the banking sphere was a great chance. The innovation and change processes were completed fast and effectively as the employees understood that the changes were necessary and that the implementation of the new system faster was going to increase their profit as well.

Moreover, the Internet has brought the considerable changes in the communication between employees, the information sharing and access to data. Being aware of the definition of the organisational culture and the nature of it, it may be concluded that many employees in the organisation changed their behaviour, reconsidered their values and assumptions.

Moreover, the vision, mission and objectives of the company also changed as the reconstruction of the organisational culture is possible only when the complex changes are done. The change at the market and in the environment are inevitable, therefore, the organisational changes are also promoted by the restructuring of the society due to the Internet implementation.

Therefore, it may be concluded that Islamic banking directly depends on the cultural and religious principles of the country. Moreover, the behaviour of employees and their desire to follow the national changes and to meet the tendencies at the market encourage many employees to complete the process of innovation and change in the company with the purpose to follow the new organisational culture, more effective and supportive.

The behaviour of employees, their desire or lack of desire is crucial in the process of organisational change. If the employees are supported with the cultural innovations and the environmental change, the processes in the company are going to fasten. The experience shows that the organisational culture of the company and the changes in the society are to be more effective if they are completed in complex.

The intrusion of the innovative technologies in the Islamic world and in the investment banking were provided at one and the same time, therefore, the employees did not have difficulties in the innovation and even supported and promoted the changes to make those smoother and faster.

A recommendation on strategies and actions that could be implemented to improve or create a proper culture

Investment banking in different countries follows particular rules. One should remember that investment banking in Arabic countries is to submit to specific rules. Looking at the general economic situation and the market opportunities, the position of Islamic banks is stable and at the high level, however, the customer satisfaction remains on the low lever. To solve the problem, the banks are to invest into the retail banking infrastructure.

The banks should refer to the checked service framework, “which aligns the brand promise with every aspect of the organisation—people, culture, performance metrics, processes, and infrastructure” (Pock, Garbois, & Gourp 2012, p. 3). Customer relationship management systems in the investment banking in Arabic countries and cross-selling techniques are to be applied with the purpose to improve the effectiveness from the sales.

The ignorance of the innovative facilities leads to the fact that many regional banks in Arabic region refuse from applying to mobile phone selling, online banking and other innovations which are successfully used in other countries of the world. The leading managers in the Islamic banking company should strengthen the organisation opportunities in the investments banking franchise.

One more specific step which is to be implemented is the strengthening of the company’s risk profiling and management capabilities with the purpose to remain competitive at the world market. External growth and international expansion should become the priorities for Islamic banking along with the differentiation “by leveraging the Islamic banking potential” (Pock, Garbois, & Gourp 2012, p. 5).

I strongly recommend investment banking sphere in Arabic country to apply to outsourcing and offshoring as the need to deal with all the processes personally without referring to outside help leads to the increase of the cost of the labour powers in the country. The whole world applies to the outsourcing and offshoring, therefore, it is easy to calculate the savings of the companies.

Even though the peculiarities of Islamic banking do not allow it to function as US or European countries, Islamic banking has its priorities. To work successful, the banks are to refer to

1. cost-plus markup financing,
2. profit-sharing,
3. leasing,
4. partnership, and
5. forward sale.

The Islamic Banking should meet the following principles, “interest of the community takes precedence over the interests of the individual”, “relieving hardship takes precedence over promoting benefit”, “a bigger loss cannot be prescribed to alleviate a smaller loss and a bigger benefit takes precedence over a smaller one. Conversely, a smaller harm can be prescribed to avoid a bigger harm and a smaller benefit can be dispensed with in preference to a bigger one” (Institute of Islamic banking and insurance n.d.).

Giving pieces of advice in the relation to the creation of the appropriate organisation culture, Dewar and Keller (2012) offers three steps,

1. establishment of “a common understanding of culture and metrics for it”,
2. “focus on the few changes that matter most” and
3. integration of the “culture change efforts with business improvement initiatives” (n.p.).

Considering each piece of advice in detail, the following recommendations are to be accepted.

According to the first advice, the company should set strict goals with the particular numbers. Therefore, tying to increase the market share by 15 per cent and reduce the costs by 20 per cent, the organisation should also set the same measurable goals for the organisational culture measuring the values and productivity of work.

Dwelling upon the second recommendation, the organisation is to understand that the company is unable to meet all the goals at once even though too much should be done in order to change the organisational culture and implement the innovation as soon as possible. Therefore, it should be stated that the company is to choose five aspects which are considered to be the priority for them and implement the changes within a period of 12 months.

When these goals are achieved, it is high time to shift to other goals, etc. Finally, the third piece of advice should be understood as the interconnection between the improvements the company aims to provide with the cultural change. The purposes and the actions should be tied together.

Thus, several minutes should be devoted to coaching or leadership stimulation while meetings devoted to the increase of the market share and consideration of the ways how to do it appropriately. This will help the company managers to understand the direction of the changes and make sure that their employees are going to be aware of the direction of the organisational change in the cultural perspective. These three steps are aimed at fast and successful organisation change which may also improve the environment in company.

Everly (2011) is sure that optimism and self-efficacy are two specific features which may be trained not only in people, but also in organisational culture. To make sure that the organisational culture is learnt these simple rules, it is also crucial to make sure that the company understands that people prosper from success.

The creation of the supportive environment for employees where their success is the priority for the company should be at the first place. The tasks employees perform should be complicated and made more difficult with the increase of experience and achieving success. Employing new staff, the managers are to assign those to successful employees to show that their achievements at work depend only on their personal intentions.

Providing encouragement, support, and mentoring, managers will encourage their employees for better performance that will impact the achievement of their success. Stress is one of the main barriers on the way of achieving success, therefore managers are to organise a number of trainings aimed at helping employees copying with stressful situations.

Giving additional recommendations aimed at gaining success and providing innovation and change in the organisational culture, Islamic banking sphere in general and the company we dwell upon should complete the following recommendations. First, the banks are to invest in their client base.

More attention should be paid to loyal customers to make sure that they will stay with the bank further. Such actions are important in the condition of increasing competition. Second, the creation of the new products which are necessary for customers and which are going to combine two or several services necessary for clients.

Third, the investment in the leaders is important as the work of simple employees depends on the professionalism and the ability to build the work by the leaders. However, paying attention to clients and leaders, the organisations are not to forget about employees as the investment in the workforce is also important. The employees are the force for innovation and change and much attention to their performance and success is the guarantee of success of the organisation in general and culture in the company in particular.

Much has already been said about Islamic banking and peculiarities of running investment business. The difference between investment banking in London, New York, Hong Kong, Bahrain and Abu Dhabi is great as each country has specific rules and principles. Besides, the national culture affects the organisational one greatly.

Globalisation of the economics aims to help the companies destroy the barriers and make the organisations function similarly. It is better to deal with the international company which has similar rules and vision of running business as the banks of one’s native country.

Therefore, the exchange of the experience should be the main priority for banks, especially the Islamic ones. The investment industry in Abu Dhabi should meet the needs of Islamic banking. However, the integration of the international principles is important, as in this case, the organisation will be able to enter the world market faster and get more clients there.

Therefore, to create a supportive and favourable organisational culture in one of the Islamic banks which deal with investment, managers should complete the following actions. A leader should complete several stages. First, a manager should define the company priorities and goals.

The vision, mission and objectives are the main aspects the organisational culture of the company should be based on. Second, the managers should offer the norms of ethical behaviour with the discussion of the inappropriate and forbidden unethical actions referencing to the punishment in case the violation of the rules. The leader is to form the behaviour of each employee in the organisation and constantly correct it for the benefit of the common affair by training and other specific activities.

Managers should present people the ethics of the company with the purpose to make sure that their personal considerations do not contradict the company vision of morality. Each person should value the company set priorities. It is important to have similar convictions and follow those precisely. In this case, the behaviour of the employees will not have the unethical nature and the company managers should not worry about the actions of their workers.

If the company has some particular organisational culture and the leaders are to change it, not to create the new one, the assessment of the current culture should be provided with the stress on the disadvantages and weak points.

Besides, the managers should consider the specific nature of the future changes as they will have to create the action plan to make sure that they have managed to cover all the aspects. The leaders should also make sure the innovation includes all the necessary issues. However, this information is the basic one which requires consideration. The leaders may refer to the following plan to make sure that they have completed all the necessary stages.

1. The leader is to agree on the current culture with the statements of the need to provide changes.
2. The groups of people who are going to be responsible for the change of the organisational culture are to reach the consensus.
3. The leader should state the meaning of the changes for each employee and for the whole company.
4. The development of the strategic plan is important as well as the next step.
5. The development of the implementation plan should become the priority for the managers.

Leaders should meet the requirements for training and other specific aspects. One of the main priorities in the change of the organisational culture is the meeting of the social tendencies. The company cannot operate successfully if the social principles are contradicted. Thus, when the foreign managers come to another country with the wish to create a company they are to check the social environment to makes sure that the strategies they are going to carry out are not going to be contradicting to the social norms.

Therefore, having considered the theories of the nature of organisational culture with their important review and the reference to the innovation and change, having explored the cultural influence on the behaviours related to innovation and change in an organisation in the sphere of investment banking in the example of the Islamic banking and having recommended the strategies and actions that could be implemented by the organisation’s leaders to enhance or create an appropriate culture, the following conclusions may be drawn.

The organisational culture is based on assumptions, beliefs and behaviour. There are some theories which try to refer to the effectiveness of the organisational change on the basis of one of the aspects, either behaviour or beliefs, however, the practical examples and the theoretical knowledge prove that when the company directs the attempts of the organisational change, they are to make sure that their desires are supported with the employees and do not contradict the cultural principles of the country.

The Islamic banking is one of the best examples in considering the organisational change as it is possible to lead any changes only in case the cultural priorities are met, and the religious aspects are not contradicted. In other words, the organisational changes in the culture are possible only when the social processes require some change and the innovation in the company is based on the needs of the nation. The latest example of the large-scale organisational change was to insert the Internet technologies in the Islamic business and everyday life.

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