IDEAS home Printed from https://ideas.repec.org/a/ids/ijbisy/v33y2020i1p80-102.html
   My bibliography  Save this article

The effect of organisational culture on creativity and innovation processes (case study: Tondar Department of IKCO)

Author

Listed:
  • Mohammad Zeraatkar
  • Maryam Roudneshin
  • Mohammad Ali Sobhanallahi

Abstract

The automotive industry is experiencing a fast growth and new products are rapidly developed in different countries. It is highly essential for countries to encourage creativity and innovation to reduce costs and make more competitive products than the imported items. Organisational culture plays an important role in both factors. This study was intended to accurately examine the effects of the four dimensions of the Denison organisational culture model on creativity. Accordingly, the Denison organisational culture model and Randsip's creativity questionnaire were used. The statistical population was all the employees of the Tondar Department of IKCO (N = 2,600), and the sample size was 383, consisted of employees from engineering, QA, logistics and production departments. Study results showed that there were direct, positive significant relationships between creativity and the dimensions of the Denison organisational culture model (involvement, adaptability, mission and consistency). Each organisational culture dimension had a significant relationship with creativity.

Suggested Citation

  • Mohammad Zeraatkar & Maryam Roudneshin & Mohammad Ali Sobhanallahi, 2020. "The effect of organisational culture on creativity and innovation processes (case study: Tondar Department of IKCO)," International Journal of Business Information Systems, Inderscience Enterprises Ltd, vol. 33(1), pages 80-102.
    • Handle: RePEc:ids:ijbisy:v:33:y:2020:i:1:p:80-102
    as

    Download full text from publisher

    File URL: http://www.inderscience.com/link.php?id=104804
    Download Restriction: Access to full text is restricted to subscribers.
    ---><---

    As the access to this document is restricted, you may want to search for a different version of it.

    Corrections

    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:ids:ijbisy:v:33:y:2020:i:1:p:80-102. See general information about how to correct material in RePEc.

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    We have no bibliographic references for this item. You can help adding them by using this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: Sarah Parker (email available below). General contact details of provider: http://www.inderscience.com/browse/index.php?journalID=172 .

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service. RePEc uses bibliographic data supplied by the respective publishers.