Culture has a significant impact on the behaviors of people and their attitude to change and innovation. For instance, the organization’s strong hierarchy in culture harms change promotion, while the adhocracy culture promotes a more liberal approach to innovations (Gorzelany et al., 2021). These differences are manifested in various aspects, including the approach to conflict-solving, the decision-making process, the communicative style, and the attitudes to the corporate values people share.
Culture is a complex notion that includes various aspects vital in forming organizational views on change. Schein’s Innovation Model supposes that culture is the combination of shared beliefs that has three levels (Gorzelany et al., 2021). Culture is manifested on the visible level, known as the artifacts, the values evident through surveys, and the assumptions that are not visible and regarded as common knowledge (Gorzelany et al., 2021). For instance, the behaviors related to innovation in the private company depend on the leadership style that this organization considers normal and the cultural beliefs on professional communication. The university can also embrace tradition or promote innovations depending on the dominant cultural beliefs in the particular country and the image of the educational institution. The governmental agency, in turn, always has a strict hierarchy that makes it rigid to change.
Therefore, the cultural impact on the behaviors connected with change and innovation is significant and based on the company’s values and assumptions. This attitude is visible through the artifacts that allow people to understand the behavioral perspectives characteristic of the particular organization. Schein’s Innovation Model supposes that values, assumptions, and artifacts are critical in forming the attitudes to innovation, which explains the differences between the university, the private company, and the government agency.
Reference
Gorzelany, J., Gorzelany-Dziadkowiec, M., Luty, L., Firlej, K., Gaisch, M., Dudziak, O., & Scott, C. (2021). Finding links between an organization’s culture and innovation. The impact of organizational culture on university innovativeness. PloS One, 16(10), e0257962. Web.