The Impact of Organizational Culture on Corporate Innovation

Abstract

Indirectly, the culture of an organization is influenced by corporate innovation. The adhocracy culture has a favorable indirect effect on performance when it comes to creativity and performance, but the hierarchy culture is detrimental. The objective of this study was to determine the impact of organizational culture on company innovation. The study examined literature review and theoretical framework underpinning corporate culture and innovation to achieve this objective. In the context of a business dissertation help, understanding all the nuances of organizational culture along with its influence on innovation is going to provide valuable insights for future research. The study discovered that Company Z's culture contains effective values integrated within the organization. The core values include shared goals, standards, and principles. Additionally, the company is based on diversity, accountability, teamwork, quality, leadership, and integrity. The culture is critical since it promotes a common purpose which helps achieve the broader firm purposes. The culture enables workers to e goal-oriented and willing to perform the needed outcome regardless of the increased risk due to the use of Transformational Leadership. The company culture was developed based on the Cummings & Worley model for Culture Change. Besides, the company culture can be explained by the Hofstede model and NOBL Culture/Market Fit Model. The influential corporate culture has created automatic innovative culture, which is amplified by the company's use of transformational. In conclusion, the company culture is critical in promoting innovation.

Introduction

Company Z is an international telecommunications organization. Its main offices are located in England though it operates globally, including in services in Africa, Asia, Oceania, and Europe. As of 2020, the company owned and operated networks in 22 nations and has partners in more than 48 countries. Besides, company Z operates broadband internet in mobile and homes. The organization is among the leading mobile communications organizations globally and has more than 71,000 workers. The company has established one of the best organizational cultures in the world. According to Fernandes (2018), corporate culture refers to the underlying assumptions, beliefs, values, and ways of interacting that contribute to a company's unique psychological and social environment. The corporate culture represents the specific pre-defined guidelines and policies that guide workers and offers direction. Company Z has set a complex platform involving values, beliefs, and assumptions that govern workers' behavior. The organization’s strong organizational's culture has given it a competitive advantage in the telecommunication industry. Furthermore, its strong culture assists in creating consistency, coordination, and control while enhancing the motivation of the workers. Therefore, this stud will explore the company Z culture based on the Hofstede model and NOBL Culture/Market Fit Model and its impact on innovation.

Nature of Organization Culture and Its Relationship with Leadership and Innovation

According to Gudykunst and Ting-Toomey (1988), culture consists of individuals' taught ideas, values, norms, symbols, and customs. A vibrant culture can be carried down through these shared features of the community. In a word, culture is the way of life, customs, and script of a specific group of people. Similarly, Banks et al. (1989) define culture as a set of values, symbols, interpretations, and attitudes that distinguish one individual from another in modernized cultures, but it does not include material items or other tangible qualities of human communities. It is common for people in a given culture to interpret symbols, artifacts, and behaviors alike." Culture may also be defined as sharing beliefs, values, behaviors, and practices that govern how society interacts and engages with each other and are passed down from generation to generation through teaching and learning (Alvesson, 2012). Besides, though it is difficult to grasp the concept of culture, everyone can perceive or see its presence. Corporate profit maximization is separate from public service delivery at a government hospital, which differs from student learning outcomes at an academic institution such as a university or college. Similarly, organizations contain various cultures. An organization's work culture influences whether or not a given behavior or activity is acceptable or discouraged. The culture of a business influences an employee's personality. An organization's culture is controlled by a wide range of characteristics, including the behavior and communication of its employees and those who are affected by the organization's management science.

Besides, as described by Robbins & Coulter (2007), organizational culture is the set of shared values, beliefs, and perceptions shared by all members of an organization or unit. Because it represents the values, beliefs, and behavioral standards that employees use to give meaning to the events they meet, an organization's culture can affect employee attitudes and behavior. As a result, we're looking at these cultural issues in the hopes that we might avoid internal strife.

Similarly, employees are motivated to make decisions based on the organization's culture's values, beliefs, and behavior patterns (Pathiranage et al., 2020). Workplace standards, sometimes called corporate culture, influence how people act and adapt in the workplace to meet their employers' goals. Organizational culture refers to how individuals interact with external stakeholders and with one another. Corporate culture is essential for high-performance collaboration as the glue that binds nonhuman and human resources together.

The findings reported by Abu-Jarad et al. (2010) are similar. Organizational culture refers to shared values, beliefs, and norms that influence how people think, feel, and behave in the workplace. Company culture has four functions: it helps employees feel like they belong, encourages them to stay, and serves as a behavioral control mechanism. Organizational culture supports the concepts, expectations, behavior, routines, and norms that promote high levels of accomplishment. Members develop the ideas, expectations, behaviors, patterns, and norms that enable high levels of accomplishment by learning, experiencing, and establishing these norms and patterns for themselves.

Since it is a vital part of leadership to influence the shared cognitions and behavioral norms amongst organizational members, effective leaders put a lot of work into culture formation, maintenance, and transformation (Abu-Jarad et al., 2010). There are two schools of thought regarding the relationship between leadership and company culture. According to the functionalist perspective, leadership is crucial for culture management (Abu-Jarad et al., 2010). Leaders can influence an organization's culture in several ways, including creating a compelling vision, allocating resources, rewarding employees, and making explicit statements about a company's philosophy. Instead of perceiving culture as an integral part of an organization, anthropologists take the opposite approach, viewing it as a root metaphor rather than an essential component. As a result, leaders are considered part of the culture rather than influencing it. Therefore, it is impossible to establish cultural management because organizational leaders do not drive culture. It has been shown empirically that corporate culture has a strong impact on key organizational outcomes like performance, innovation, commitment and identification with organizations and job satisfaction, and that leadership and organizational culture work in tandem to influence organizational phenomena, according to Abu-Jarad et al. (2010), empirical research in the literature on corporate culture takes a functionalist approach. The beliefs, values, conventions, and practices that constitute an organization's culture affect how employees interpret their work and generate meaning in every given scenario. Studies have shown that people are more sensitive to the presence and absence of inputs and actions that indicate their organization's basic principles when the organization's culture in an environment influences them.

According to Hazem and Zehou (2019), organizational culture is a significant issue that significantly impacts innovation, a critical source of growth and development for every company. This knowledge-based civilization is built on the foundation of creativity. An innovation culture must be established and implemented by organizations for them to build the capabilities needed to compete successfully now and in the future. Regardless of the size or industry of a company, a culture of innovation is necessary to thrive in the era of globalization and the high demands of the continuously changing business environment.

One cannot be creative without first understanding what others know and then being unhappy with that knowledge and rejecting it for a better method, according to Pathiranage et al. (2020). To increase overall performance and develop better products or services, businesses must change their organizational culture to be more pro-innovative, i.e.; organizations must change their organizational culture to be more pro-innovative

Based on research by Robbins and Coulter (2007), the definition of innovation varies based on the level of analysis used in the literature. It is possible to define innovation in various ways, from inclusive to narrowing, such as implementing a new product or service concept. Abu-Jarad et al. describe it as "the deliberate introduction and application inside a specific unit of adoption of new ideas, methods, goods or procedures that are new to the relevant unit of adoption" (2010). Various scholars have attempted to uncover the factors that drive innovation in numerous organizational settings because of its importance. One of the factors that appear to influence innovation is the business culture.

Furthermore, according to Hazem and Zehou (2019), most companies have built-in innovation cultures in which employees' actual behavior is influenced by varied norms, values, assumptions, and beliefs. The culture is shaped by those who have the most power and influence. To be innovative, a company must have a strong desire to be creative, a strong infrastructure to support innovation, operational level behaviors that affect a market and value orientation, and an environment that supports innovation. Consequently, culture has a significant impact on creativity. The ingredients for innovation are in the organization's positive cultural qualities.

The way an organization acts and makes decisions is directly linked to its culture. When a company encourages employees to come up with fresh ideas, it significantly impacts employee behavior (Hazem & Zehou, 2019). Having a robust corporate culture helps create a distinct difference between the company and its competitors. In contrast to its rivals, the company's working style will be unique in its own right. Employees feel a sense of belonging due to the culture, and the organization as a whole has a distinct identity. Although employees may come from a wide range of socioeconomic, racial, and cultural backgrounds, their beliefs and ideals are bound together and encourage them to put the organization's interests ahead of their own. According to Alvesson (2012), businesses with strong organizational cultures tend to outperform those with weak ones. Besides, favorable corporate cultures motivate employees to work together, enhancing the firm's success (Banks, 2014).

Z Organizational Culture

The company contains three levels of organizational culture. The first level of the company culture is the artifacts. The company artifacts include an open-door policy, office layout, and official dress code for the workers. The company has effective values which are integrated within the organizational culture. The core values include shared goals, standards, and principles. Some of these values include diversity, accountability, teamwork, quality, leadership, and integrity. The company management knows the significance of communicating its core values to ensure that workers can modify and accept their behavior accordingly. Moreover, the company culture includes assumptions that are deeply rooted in the company culture. Moreover, the assumptions often provide the basis for the company's culture. The culture is critical since it promotes a common purpose which helps achieve the broader firm purposes. Moreover, alignment of the values, goals, behaviors and deeply rooted ideologies enables the organization to put its efforts in the right direction and promote the most appropriate performance.

Fig.1. Diagram/schematic of company Z

The company culture focuses on 'how' the work is carried out and the company goals, including focusing on 'what can be achieved. The company culture enables people to be goal-oriented and willing to achieve the needed outcome regardless of the increased risk. Over the years, the company has successfully attained the correct balance in the goal orientation. Besides, the culture enables employees to accomplish goals and encourages them to take risks when they are worthwhile. This step is supported by Hazem and Zehou (2019), who reveals that when a company's entire workforce is encouraged to take calculated chances, put their findings to the test, and place their faith in others to come up with fresh ideas, innovation flourishes or even thrive indefinitely. Likewise, the company culture ensures that workers adopt the ethical ways of achieving the company goals since it has established critical values, including integrity and other core values. In support of this idea, Robbins and Coulter (2007) reveal that ethics plays a crucial role in guiding innovation when it comes to promoting or hindering human well-being. As a result, evaluating innovation's goals, processes, and influences all require a consideration of ethics. Therefore, the company culture strategies are effective in promoting innovations. At the same time, workers in the company are always encouraged to promote healthy competition through being goals oriented. The company culture is promoted by the use of Transformational Leadership, where leaders often motivate, inspired inspire employees to make them innovate and creative (Eliyana & Ma'arif, 2019). Studies show that through the innovation climate in construction projects, transformational leadership has a beneficial indirect effect on inventive behavior Pathiranage et al., 2020; Robbins & Coulter (2007). Therefore the leaders in the organization often develop a vision of what the corporate culture dictates and communicate to subordinates which is critical to promoting innovation. Due to transformational leadership, employees are always encouraged to share their ideas. Through the essential establishment of culture, the company has minimized the fear of failure among its employees. The company culture aims to establish the correct equilibrium position and goal orientation continuum, promoting expertise and knowledge (Eliyana & Ma'arif, 2019). Likewise, the company's highly internally driven corporate culture ensures that there is no compromise over the company values to achieve the desired outcome. The company has an externally driven culture that focuses on the results and employees and promotes meeting customers' demands.

Moreover, the organizational culture in the company focuses on the practices that it performs to get better productivity. The company has a routine of monitoring every employee's performance using the 360 Feedback model. This model is a multidimensional strategy that examines workers' performance using feedback from close people, including reports, peers, colleagues, and friends. This strategy best suits the company due to its increased teamwork and collaboration, thus enabling employees to know each other. According to Karimi et al. (2011), a worker's development is always based on the set targets and achieved progress when working with the rest of the organization. Thus 360-degree feedback is mainly used to evaluate employees. Individuals who can assess an employee include managers, customers, colleagues, supervisors, and friends. Since the method is more comprehensive, it is the most expensive performance appraisal system, thus the most effective in the company. The company performance appraisal of each employee goes through different stages and results in subsequent performance. In its culture, the company management often sets significant responsibilities for every worker based on skills and competence. Similarly, the administration keeps the mission of the company and delegates the tasks. The company culture of delegating roles and performing appraisals is proven by Banks (2014) to promote innovation in the organization and create a competitive advantage.

Fig.2. Two-Way Communication Systems

The two-way communication systems enable management to stay in touch with employees in the field and on-site. The company's communication system is to construct and build trades and effectively venture into the competitive market. The method has been chosen since it is sophisticated (Wilson-Nunn et al., 2017). Moreover, this kind of communication is chosen due to various factors such as company operation globally, many employees, and need to maintain effective communication with its employees. The company needs to listen to all employees without discrimination. At the same time, the company management is helping employees to stay focused and manage distractions. The organization culture promotes communication which motivates workers to deliver better results. Alvesson (2012) study reveals that effective communication fosters collaboration among innovation teams, resulting in the best possible outcomes for the new product development and innovation processes.

Adoption of the culture using the Cummings & Worley model for Culture Change

The Cummings & Worley model is made up of Six Guidelines. It is a framework that creates the best organizational culture from top management and demonstrates the organization's leadership team (Hussain et al., 2018). The first step of the model includes formulating a clear strategic vision. The model reveals that to make cultural changes clear and effective, the company must develop a clear vision of the firm's new strategy and create shared behavior and values necessary for the culture. This vision gives the direction and intention for the culture change and must be transparent in all its directional aspects (Waddell et al., 2019). In company Z, employee policies and employee relation guidelines are developed that reflect local legal, employment, and cultural requirements. The guidelines aim to create an influential culture that makes the company recognized as an employer of choice and seeks to maintain good employee relations and high standards. The company's objective is to create a working goal that is inclusive for all and believes that having a diverse workforce can assist in meeting the various needs of its clients globally. An inclusive environment and culture values, respects, and celebrates most of the individual variations observed in the company. This indicates that the company is investing in a culture of innovation critical to promoting creativity (Waddell et al., 2019).

Review of the Organization Culture

Organizational Culture In Light Of Hofstede Model

The theory examines how values projected in an organization are related to the company culture. The approach often creates a link between individual cultural backgrounds and behavioral practices. The theory was created by Dr. Hofstede and supports the notion that a culture is a tool that generates conflicts (Aydin, 2018). The disparities in values generate variation in the organization. Therefore, Hofstede's cultural dimensions analyses how these values influence an individual's behavior. Based on the model, culture includes a set of unwritten practices and behavioral rules. The model is based on the assumption that all individuals engage in behavioral inclinations inspired by their community. The organizational culture model proposed by Hofstede is critical in analyzing company Z's corporate culture of any company.

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First, the theory contains power distance. Additionally, this dimension expresses the level at which less powerful community members expect and accept that authority is unequally distributed (Aydin, 2018). The most critical issue in this aspect is how a community address inequalities among individuals. Similarly, in societies with low Power Distance, individuals thrive on equalizing the power distribution and demand justification for any discrimination and inequalities in power. To balance power, the company has effective policies that encourage reporting any form of discrimination, especially in promotion and any other harassment in the workplace (Aydin, 2018). Based on the company policies, the organization encourages employees to report any form of inequality to the company's management. The company has effective and written policies that define rules and procedures to promote these policies and power equality. This strategy has been effective in preventing discrimination. To promote effectiveness and reduce inequality in the workplace, the company has created a consistent process for resolving discrimination issues. Consistency in solving issues ensures that everyone can be treated fairly. Lastly, the company is continually educating its workers on their role in preventing discrimination and promoting equality. The ability of the organization to promote equality and diversity means that the culture effectively promotes innovation since diversity is a key driver of innovation (Pathiranage et al., 2020).

Furthermore, the model reveals Individualism Versus Collectivism. According to Bhatt (2020), Individualism is defined as a preference for a loosely-knit social system where individuals are expected to take care of themselves and their families. Based on the theory, society members expect a particular group to look after them for some loyalty. For instance, the company is known to keep employees happy. In the company, the employee has various networking programs aimed at creating collectiveness. Besides, it has rooftop meetings, open dialogues with the executives, and teamwork. When new employees are hired, they are trained, ensuring high collectiveness and team among all employees. Through its cooperation, the company has exhibited effective teamwork over the years, which has successfully created the right equilibrium, which has supported the workplace culture, which is deeply rooted and widely accepted by the organization workforce.

Hofstede's model reveals masculinity versus femininity. This concept is defined as the preference in the community for achievement and material compensation for success. Based on the theory, the community itself is more competitive and often opposes femininity (Litvin, 2019). Also, the theory suggests that the context of Masculinity versus Femininity describes the company. There is significant overlap between male and female roles in society, and considerable importance is placed on good relationships with supervisors. In company Z, the company has established practical training and development programs and their effectiveness in promoting professional development to create a balance between femininity and masculinity. Gicho (2015) demonstrates that companies that offered practical training and development had high employee retention, thus retaining the most talented employees. Lack of employee career growth opportunities is a significant reason an employee leaves an organization and their current job position. Therefore, the company has established critical culture that retains its employees and reduces the gap between feminine and masculinity as described in the model.

Hofstede's model similarly states the uncertainty avoidance index. This concept expresses the level at which community members feel uncomfortable with ambiguity and uncertainty. The most critical issue is that the future can never be known. The unknown is more openly accepted in the company, and rules are less structured. For instance, the company operates in various regions; thus, the company often applies the situational theory to invest in new and emerging markets in Africa and the Middle East. There is significant uncertainty in the company market demand, and the company decision-making is said to be influenced by customer behavior. Therefore its leadership has aspects of situational leadership that enable employees to be satisfied and creative. Besides, the company uses situational leadership to involve subordinates, generating excellent motivation.

Another aspect of the theory is long-term orientation versus short-term normative orientation. The approach reveals that all communities must maintain some links with their past while addressing the present challenges (Khlif, 2016). Long-term orientation involves delaying short-term success to first deal with the short-term objectives. Long-term orientation focuses on perseverance, persistence, and long-term growth. In contrast, short-term orientation focuses on the near future and includes creating short-term success. These focus on quick results and respect for tradition (Khlif, 2016). In business, the short-term goals are known as normative versus while long term is pragmatic. For instance, the company has created long-term and short-term compensation. The company has improved compensation to boost retention for a short period and for an extended period. Improved compensation is combined with the quality of work-life. The company is aware that the failure of an organization to pay attention to employee retention might lead to the organization's loss. Therefore, the company is making considerable efforts to attract employees and sustain them. Syahreza et al. (2017) state that compensation has substantial effects on workers' retention in every industry. It creates employee satisfaction and makes them feel that the organization cares about their needs. Workers' satisfaction determines how employees stay in an organization and impacts performance. The argument of employee compensation is supported by Maslow's motivational model, which generally considers human needs as hierarchical and, when satisfied, promotes employees' morale (Syahreza et al., 2017). Similarly, the company uses Vroom's expectancy theory to motivate its employees. The approach reveals that employees are more satisfied and motivated when they know that there is compensation for their efforts. Therefore, just like the Hofstede model, the company offers holiday, recreation programs, and leave periods as short-term compensation. On the other hand, for long-term compensation, the company provides salary increases, job promotions, family health insurance, and other factors that impact how long employees stay in the organization. At the same time, the management of reasonable compensation programs affects workers' performance.

The last aspect of the Hofstede model is indulgence versus restraint. This concept reveals that community allows free gratification of natural human drives associated with having fun and enjoying life (Beugelsdijk & Welzel, 2018). On the other hand, restraint to a society addressed by Hofstede's model refers to suppressing gratification and regulating it through social norms. The company promotes indulgence, which is defined as free gratification (Beugelsdijk & Welzel, 2018). The company provides excellent work-life flexibility. Work-life balance is a critical part of contemporary graduates and employees. Modern employees need to be flexible to take care of their personal and professional lives (Dizaho et al., 2017). The study reveals that the quest for work-life balance is considered one of the most critical factors increasingly gaining popularity among employees. There is great demand for flexible working practices, but it aligns with other factors like allowances, salary, and bonuses (Dizaho et al., 2017). Company Z is therefore actively implementing flexible working hours to enable workers to balance their work-life and at the same time allow the company to compete with others for the best workers. The informal re-developed strategy will enable workers to break loose from the traditional 9-to-5 working schedule and have a better working schedule. Hayman (2010) states that work-life balance is becoming a more significant issue in the modern world than compensation. Having a flexible workplace is among the most critical aspects of motivation. On the other hand, motivation promotes innovation and creativity (Banks, 2014). Likewise, due to the ability of the culture to suit the Hofstede model, it is clear that it is effective. Culture is thought to provide a critical foundation for innovation in many ways.

Organizational culture in light of NOBL Culture/Market Fit Model

The Competing Values Framework inspired the NOBL model. The concept is based on the idea that an organization can identify a potential market and develop a corporate culture that can deliver fit products (Ahmed et al., 2019). One of the aspects of the model is the Elephant Herd. This refers to interpersonal dynamics, values, and relationships. Workers define them as being accepting, mentoring, personal, trusting, and consensus-seeking. The culture excels at strategies like talent acquisition and virtuousness. In the organizational culture, the company ensures the best employees-Manager relationship. When the relationship with management is poor, the company realizes that employees are less engaged and mostly exit an organization to look for better companies. Scott (2016) states that managers need to deal with grievances effectively, promote quick identification of the problem, acknowledge it, gather facts, and decide to solve it. When workers' grievances are not handled expeditiously, work dissatisfaction and employee turnover are increased in an organization. Scott (2016) argues that employees' severed relationship with managers includes poor communication, status inconsistencies, individual differences, jurisdictional ambiguities, and lack of expected performance standards. Therefore the company is focusing on interpersonal relationships and personal dynamics. Consequently, the company is committed to ensuring commitment which has impacted turnover intentions.

Another NOBL Culture/Market Fit Model aspect is the Bird Flock. This culture often values agility above all else. Besides, workers use inventive, entrepreneurial, inspiring, adventurous, and fast-paced words to define these workplaces (Tajudin et al., 2012). Bird flocks excel at cultural intelligence and client intelligence. To promote agility and cultural intellect, the company uses transformational leadership to create effectiveness among its staff and succeed in the competitive market. Transformational leadership involves encouraging, inspiring, and motivating employees to innovate and create. According to transformations theory, leaders typically define what the company culture mandates and transmit it to subordinates (Ahiabor, 2014). The use of this principle encourages them to improve their abilities. To flourish in the developing market, the corporation frequently inspires and challenges subordinates with a sense of possibility and purpose. For example, the company holds regular training sessions and offers a variety of motivational programs to help employees progress toward company success. As a result, the organization can be considered to employ transformative leaders to stay relevant and competitive in the fast-paced IT world. The ability of the company leaders to use transformational leadership motivates subordinates to achieve critical objectives and goals. Also, leaders often work with subordinates to create the desired change in an enterprise due to its ability to develop teamwork, collaboration, and motivation.

Moreover, the NOBL Culture/Market Fit Model focuses on the Beehive concept. This culture values procedures and procedures (Tajudin et al., 2012). Employees in this culture feel comfortable, logical, stable, and respectful. It is critical in achieving economies of scale and dominating on price. The company is committed to treating employees with the greatest politeness, courtesy, and kindness. The company often encourages colleagues to express opinions and ideas respectfully. Moreover, the company management listens to what subordinates have to say before expressing its viewpoint. Also, with the adoption of transformational leadership, the company receives many ideas and decisions from the subordinate. Therefore the management uses the idea from subordinates to change or improve work. This strategy is critical in making employees satisfied and encouraging them to be more productive. Besides, there are policies that employees should never be insulted and promote the idea of politeness. Also, the company management is committed not to criticize or demean any worker. Consequently, body language in communication is critical and improves the company employee's interaction with coworkers and supervisors. Communication has helped create satisfaction in the organization.

The last aspect of the NOBL Culture/Market Fit Model is the Wolf Pack. In this culture, there is a high value for execution and results. Therefore, workers use competitive, accountable, goal-oriented, productive, and focused words to describe their workplaces. The Wolf Packs often crush product design and capture the network effects. The company culture is based on onboarding and training. Training and onboarding practices are critical to helping the new employee and existing ones to develop and feel comfortable in their positions (Clark, 2013). In human resource management, training is the systematic development of attitudes, skills, and knowledge an employee needs to perform a role adequately. Training is among the significant factors in staff retention and motivation. Besides, it is an opportunity for workers to continue developing and growing in their job and enhancing their skills. Moreover, training provides workers with a chance to grow and improve their knowledge, thus providing personal development. AlBattat et al. (2014) state that trained employees are more motivated than untrained workers. The onboarding and training position and programs positively raise employees' advancement and make them get career evolution, self-assured, and positive thoughts for their company. The objectives of the management and training programs are to amend workers' skills and potentialities. AlBattat et al. (2014) reveal that when staff is trained, they feel some betterment in their performance and motivation, thus working hard to achieve institutional and personal goals. These characteristics of the company culture aim to promote competitiveness, goal-oriented, accountability, and productiveness.

Impact of Organizational Culture on Innovation

Corporate culture affects firm innovation and performance. According to Ang (2016), most companies have an automatic innovative culture in which various values, assumptions, norms, and beliefs all compete to influence workers' actual behavior. The study reveals that the culture can be determined as a multi-dimensional context which includes the intention to be innovative. Innovative culture often impacts the marketing level, the operational level behaviors, and the environment to implement innovation.

Fig.3. culture and innovation analytical framework

The organization often absorbs innovation into the organizational management and culture, which inhibits or enhances the tendency to innovate. According to Pham (2014), various requirements need to be met to create an innovation culture. The first requirement is the ability of managers to take risks and opportunities and inspire creativity and participation among all workers. Creating an innovation-oriented culture enables employees to develop their interests and employ their unique talents to create or develop products that promote their mission. Similarly, innovation is created by providing workers with a sense that their work is meaningful and positively impacts its objectives. Moreover, respecting people's responsibility is critical for innovation and creativity. The company culture, HR system, and product innovation are related and promote and respect individual responsibility, to enhance innovation. Therefore the human resource role of training is critical in improving workers ' knowledge and skills that encourage product development. Pham (2014) also reveals that high investments in education and training improve skills on communication, thus enabling the individual to be more innovative.

As stated, company Z utilizes transformational leadership where company leaders inspire, motivate and encourage employees to innovate and create changes that help shape and grow the organization's future success. Therefore the company has established influential culture that promotes innovation. The company believes that innovation occurs when individuals think differently, challenge conventional wisdom and ask difficult questions. Besides, the company culture believes that employees' thinking becomes more creative. At the same time, the company puts customers at the heart of innovation. The company innovation often leverages the expertise of all parts of the company and often looks at your enterprise's aspect. The company has a workshop that rings the right people to prove their hones, brave, and creative conversations. Some of the sectors which have shown innovation in the company include marketing, IT, human resource, and marketing and strategy executives. All employee ideas are respected, and those who generate brilliant new ideas are selected and implanted.

Over the years, the company has partnered with companies worldwide to innovate. The company, together with Huawei, are developing genuine breakthroughs in their Joint Innovation Centers (JIC) that are meant to address clients' needs. The goal of the corporation is to accelerate wireless evolution. Since setting the centers, the company employees have created various technologies which have been commercially applied, such as the distributed base transceiver stations and SingleRAN, which are now the industry standard. The company is running innovations such as SuperMobile, HetNet, Radio Backhaul, and Virtualization. Also, with the launching of the Core Innovation Center (Milano), the company is facilitating IT and telecom convergence which is critical in the modern digital world.

By 2010, the company came up with the Fixed-Mobile Convergence Center, which improves the efficient transmission while minimizing the costs of the network and improving its capability. The company has created technical solutions in network equipment, software areas, and application through innovation. Another great innovation occurred in Greece, where the company started TechSee's service, which significantly impacted TV commercial campaigns. Moreover, due to its innovative culture, the company has developed artificial intelligence, helping identify devices faster and with increased accuracy. Artificial intelligence has increased the ability of clients to browse and their buying experience. The company is moving forward with innovation and is firmly committed to innovation by using holograms to create a virtual interaction in a virtual space. Also, in 2019, the company employees have been working towards creating high-speed networks (5G), which proves the company's Innovation. Also, through its compensation, culture the company is continuously creating technological innovation in the ever-challenging Mobile network environment.

Moreover, the organization's history was created by leader X, who was a visionary with clear goals. The founder created an innovative, flexible, and risk-taking culture and hired talented leaders. The company's most considered traits are high integrity and who can create new ideas. At the same time, the company CEO, P, and managing director C often provide the necessary resources which promote creativity within the organization. The culture created by leader X enables employees to consult widely concerning innovation, thus creating expansion possibilities. With the application of transformational leadership, the company culture is based on the foundation where success is highly rewarded while failure is not punished. Moreover, the company learns from failures and correct mistakes, which gives the company an upper hand in the innovation sector. Also, with the numerous resources, company leader X has grown and added numerous programs under its umbrella, making the company one of the leading telecommunication companies in the world. Besides, with resources and applying the two-factor theory of motivation, the company staff are very motivated and dedicated to new products. The company does not have formalities for innovations, indicating that any employee can participate in innovation as long as it benefits the company. The innovation has enabled the company to transition globally, thus giving it an advantage over competitors. Also, with the company's growth globally, leader X started to delegate roles in each region. At the same time, all managers are expected to maintain innovation and, more importantly, address customer needs. Though leader X is not the organization's current leader, all leaders retained the organization's culture and promoted innovation after him. Today the company culture is characterized by innovation, risk-taking, and market segmentation to meet customers' needs. The company culture has thus been effective in promoting innovation, as suggested by Pathiranage et al. (2020), who reveals that firm innovation is a byproduct of an organization's culture. An organization's performance improves indirectly when it adopts an adhocracy culture, but creativity in the workplace is hindered when a hierarchy culture is adopted.

Recommendations

With an existing appraisal system, I recommend that the company provide regular feedback on employees’ skills and innovation to promote creativity.

I recommend company promote and encourage social learning for influential culture and innovations.

Also the company should improve orientation and onboarding

Similarly, to maintain the innovative culture, the company should implement coaching of employees

Conclusion

Company Z is an international telecommunications organization. The company operations are mainly in Africa, Asia, Oceania, and Europe. The company has functions in more than 22 countries and is among the telecommunications and IT industry leaders. The company has a well-defined culture. Organizational culture is defined as the underlying assumptions, beliefs, values, and ways of interacting that contribute to a company's unique psychological and social environment. The company culture contains effective values which are integrated within the organization. The core values include shared goals, standards, and principles. Likewise, the company is based on diversity, accountability, teamwork, quality, leadership, and integrity. Also, it enables workers to e goal-oriented and willing to perform the needed outcome regardless of the increased risk due to the use of Transformational Leadership, thus effectively promoting innovations. Similarly, the culture encourages performance appraisal using 360-degree feedback, ensuring that all the responsibilities are made clear to workers, and two-way communication is preferred in the process. The culture in the company was developed based on the Cummings & Worley model for Culture Change. This model defines the six guidelines: formulating a clear strategic vision, commitment by management, modeling culture change, modifying organization mission, and socializing with newcomers. Moreover, the Hofstede model can defy the culture, suggesting that national and regional factors contribute to the corporate culture and influence worker behavior. This model defines some elements of organization Z as power distance, masculinity and feminity, individualism, uncertainty, and long-term orientation. Moreover, the NOBL Culture/Market Fit Model can define the culture. The model factors that determine the Z corporate culture include elephant herd, birds flock, beehive, and the wolf pack. The influential corporate culture has created automatic innovative culture, which is amplified by the company's use of transformational leadership.

References

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