No.

Reference Year Topic Theory

1 Zeraatkar, M., Roudneshin, M. and 2020 The effect of
Sobhanallahi, M.A. (2020) ‘The effect of organisational culture
organisational culture on creativity and on creativity and
innovation processes (case study: Tondar innovation processes
Department of IKCO)’, Int. J. Business (case study: Tondar
Information Systems, Vol. 33, No. 1, pp.80– Department of IKCO)
102

2 Ali Taha, V., Sirkova, M., & Ferencova, M. 2016 The impact of
(2016). The impact of organizational culture organizational culture
on creativity and innovation. Polish Journal on creativity and
of Management Studies, 14, 7-17. innovation

3 Hogan, S. J., & Coote, L. V. (2014). 2014 Organizational

Organizational culture, innovation, and culture, innovation,
performance: A test of Schein’s model. and performance: A
Journal of Business Research, 67(8), 1609– test of Schein's model
1621. 

4 Shahzad, F., Xiu, G., & Shahbaz, M. (2017). 2017 Organizational culture
Organizational culture and innovation and innovation
performance in Pakistan’s software industry. performance in
Technology in Society, 51, 66–73. Pakistan's software
industry
5 Sadegh Sharifirad, M. and Ataei, V. (2012), 2012 Organizational culture
"Organizational culture and innovation and innovation
culture: exploring the relationships between culture: exploring the
constructs", Leadership & Organization relationships between
Development Journal, Vol. 33 No. 5, pp. constructs
494-517

6 Tuan, Nham & Huong, Pham & Pham, 2014 THE IMPACT OF
Giang. (2014). THE IMPACT OF ORGANIZATIONAL
ORGANIZATIONAL CULTURE ON CULTURE ON
INNOVATION ACITIVITIES -THE CASE INNOVATION
OF X CORPORATION IN VIETNAM. 29. ACITIVITIES - THE
CASE OF X
CORPORATION IN
VIETNAM

7 Nguyen, V.T., Siengthai, S., Swierczek, 2019 The effects of

F. and Bamel, U.K. (2019), "The effects of organizational culture
organizational culture and commitment on and commitment on
employee innovation: evidence from employee innovation:
Vietnam’s IT industry", Journal of Asia evidence from
Business Studies, Vol. 13 No. 4, pp. 719- Vietnam’s IT industry
742.
8 Nham Phong Tuan, Pham Thi Trang, 2015 The relationship
Yoshikazu MAEGAWA (2018), "The between
relationship between organizational culture organizational culture
and innovation through Vietnamese and innovation
employee’s perspective", External through Vietnamese
Economics Review, Vol 76 No.76, pp. 70- employee’s perspectiv
83

9 üschgens, T., Bausch, A., & Balkin, D. B. 2013 Organizational

(2013). Organizational Culture and Culture and
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Journal of Product Innovation Management, Analytic Review.
30(4), 763–781.

10 Botelho, C. (2020). The influence of 2020 The influence of

organizational culture and HRM on building organizational culture
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Research question
None
1.Does employees' alignment (i.e.
alignment of employees' personal
values with organization's cultural
values) affect their willingness to
produce new ideas?
2) Does the implementation of ideas in
the form of innovation lead to a greater
willingness of employees to produce
new ideas?
3) Does the existence of an atmosphere
of psychological safety (no worries
come
up with new ideas, suggestions,
improvements etc.) impact on
employees'
None
willingness to produce new ideas?
4) Does open team communication
about new ideas contribute to the team
creativity?
5) Do good interpersonal relationships
in the workplace affect the individual
creativity?
None
Research Model
Consistency =>> Creativiy of organisation
Adaptability =>> Creativity of organisation
Involvement =>> Creativity of organisation
Mission =>> Creativity of organisation
Employee' alignment =>> the willingess to
produce new idea.
Implementation of ideas =>> the willingess
to produce new idea.
The existence of an atmosphere of
psychological safety =>>the willingess to
produce new idea.
Open team communication =>>the team
creativity.
Interpersonal relationships =>>the team
creativity.
Values supporting Innovation => Norms for
innovation.
Nomrs of Innovation =>> artifacts of
Innovation
Artifacts of Innovation=> Innovative
Behaviors 
Norms for innovation => Innovative
Behaviors
Innovative behaviors =>> Firm performance
External Orientation => Organizational
Culture.
Organizational Climate => Organizational
Culture.
Flexibility/Support to change =>
Organizational Culture
Emplouees Empowerment => Organizational
Culture
Teamwork => Organizational culture
Organizational => Organizational Innovation
Performance
None Involvement => Innovation infrastructure
Consistency => Innovation influence
Adaptability =>> Innovation Propensity
Mission => Innovation implementation
Adaptability=>> Innovation influence

How do organizational culture impact on innovaORGANIZATIONAL

CULTURE=>PRODUCT INNOVATION.
ORGANIZATIONAL
CULTURE=>PROCESS INNOVATION.
ORGANIZATIONAL CULTURE
=>MARKETING
INNOVATION.
ORGANIZATIONAL
CULTURE=>ORGANIZATIONAL
INNOVATION

None Mission=> Employee Innovation.

Involvement=> Employee Innovation.
Consistency => Emloyee Innovation
Well-being => Employee Innovation.
Adaptability => Employee Innovation.
Employee organizational commitment =>
Employee Innovation
How does organizational culture
influence on innovation.?
Adaptivity -> Organizational learning
Adaptivity => Customer focus
Adaptivity => Creating Change
Organizational learning=> Innovation
Customer focus=>Innovation
Creating Change=> Innovation
Involvement=> Empower
Involvement=>Team orientation
Involvement=>Capability development
Empower=> Innovation
Team orientation=> Innovation
Capability development => Innovation.

None Degre of Focus on Innovation => Group

Culture
Degree of Focus on Innovation =>
Developmental Culture
Degree of Focus on Innovation =>
Hierarchical Culture
Degree of Focus on Innovation => Rational
Culture

None Organization culture => Mission.

Organization culture => Adaptability
Organization culture => Involvement
Organization Culture => Consistency
Organization Culture => Perceived
Innovative Capability
Hypothesis
Main hypothesisi:
H1:There is a significant relationship between organisational culture and
creativity in IKCO’s Tondar Department.
Secondary hypotheses
H2:There is a significant relationship between consistency dimension of
organisational culture and creativity in the Tondar Department.
H3:There is a significant relationship between involvement dimension of
organisational culture and creativity in the Tondar Department.
H4:There is a significant relationship between adaptability dimension of
organisational culture and creativity in the Tondar Department.
H5 There is a significant relationship between mission dimension of
organisational culture and creativity in the Tondar Department.

H1: Higher degree of employees' identification with the values of the organization
will be positively related to the willingness to produce new idea
H2:Higher level of implementation of employees' new ideas in the form of
innovation will be positively related to the willingness to produce new ideas.
H3:There is relationship between existence of an atmosphere of psychological
safety in the workplace and employees' willingness to produce new ideas.
H4: Higher level of open team communication about new ideas will be positively
related to the team creativity.
H5: Better interpersonal relationships in the workplace will be positively related
to the individual creativit

H1. Values supporting innovation positively influence norms for innovation.

H2a. Norms for innovation positively influence innovative behaviors.
H2b. Norms for innovation positively influence artifacts of innovation.
H3. Artifacts of innovation positively influence innovative behavior
H4. Innovative behaviors positively influence firm performance.

H1. External orientation does influence organizational innovation performance

H2. Organizational climate does influence organizational inno- vation
performance
H3. Flexibility/support to change does influence organizational innovation
performance
H4. eamwork does performance influence organizational innovation
H5. Employees empowerment does influence organizational innovation
performance
H1. There is a negative relationship between consistency and innovation
influence.
H2. There is a positive relationship between adaptability and innovation
infrastructure.
H3. There is a positive relationship between adaptability and innovation
propensity
H4. There is a positive relationship between mission and innovation
implementation.
H5. Involvement positively impacts innovation infrastructure.

Hypothesis 1: There is a positive relationship between organizational culture and

product innovation
Hypothesis 2: There is a positive relationship between organizational culture and
process innovation
Hypothesis 3: There is a positive relationship between organizational culture and
marketing innovation
Hypothesis 4: There is a positive relationship between organizational culture and
organizational innovation

Organization culture: Strategy, Purposefulness, Trust relationship, Behaviors that

encourage innovation, environment, customer orientation, management support,
leadership.

H1. Organizational culture is positively associated with EI.

H1a: Organizational mission is positively associated with EI.
H1b. Organizational involvement is positively associated with EI.
H1c. Organizational consistency is positively associated with EI.
H1d. Organizational adaptability is positively associated with EI.
H1e. Organizational well-being is positively associated with EI.
H2. Employee organizational commitment is positively related to EI.
Hypotheses 1 (H1): There is a substantial relationship between empowerment and
innovation
Hypotheses 2 (H2): There is a substantial relationship between team orientation
and innovation.
Hypotheses 3 (H3): There is a substantial relationship between capability
development and innovation
Hypotheses 6 (H6): There is a substantial relationship between organizational
learning and innovation
Hypotheses 4 (H4): There is a substantial relationship between creating change
and innovation
Hypotheses 5 (H5): There is substantial relationship between customer
focus and innovation.

H1: An organizational focus on innovation is positively related to the presence of

a developmental culture.
H2: An organizational focus on innovation is positively related to the presence of
a group culture, with the rela- tionship being weaker than that of the
developmental culture trait.
H3: An organizational focus on innovation is positively related to the presence of
a rational culture, with the relationship being weaker than that of the
developmental culture trait.
H4: An organizational focus on innovation is negatively related to the presence of
a hierarchical culture.
H5: The relationship of innovation to organizational culture is stronger for
innovation generation than for innovation adoption.
H6: The relationship of innovation to organizational culture is stronger for
radical than for incremental innovations.

H1.  Effective organizational cultures – combination of the four traits – are

positively related to perceived organizational innovative capability.
H2.  The four traits of organizational culture – mission, adaptability, involvement
and consistency – are related to perceived organizational innovative capability,
and they have unique direct effects, namely, mission, adaptability and
involvement, positive, and consistency, negative.
H3.  The cultural traits of adaptability and involvement will show the strongest
relation to perceived organizational innovative capability.
H4.Effectiveorganizationalculturesarepositivelyrelatedtoperceivedeffectivenessof
HR practices – generic and specific.
H5. All four traits of organizational culture – Mission, Adaptability, Involvement
and Consistency – are positively related to perceived
effectiveness of HR practices – generic and specific.
H6. The perceived effectiveness of HR practices – both generic and specific – is
positively related to perceived organizational innovative capability.
H7. Innovation-focused HR practices will show a higher association than generic
HR practices to perceived organizational innovation capability.
H8. HR practices–both genericandspecific mediate the relationship between
effective organizational culture and perceived innovative capability.
Sample
size was 383, consisted of employees from engineering, QA, logistics and
production departments

-among managers or representatives of 184

organizations/companies of different sizes and from different
sectors.
-a sample of 184 organizations in the
Slovak Republic
-questionnaire
survey

-Using senior managers, such as principals of law firms, as key informants is

consistent with previous research on organizational culture.
-consisted of 658 firm principle.

-Two- hundred twenty-seven employees from 29 software firms

-Responded to the questionnaire.
-more than 300 employees in company.
-questionnaire.

- research of 124
employees at X Corporation.
-Questionare survey.

-Questionnaire survey.
-A total of 319 IT professionals working in Vietnam participated in the survey.
-About 130 student MBA at university.
-Questionare survey

-43 studies with a combined sample size of 6341 organizations

-

-sample was made up of 160 managers, 75 HRs and 85 from other departments
in Portugal, domestic and multinational subsidiaries.
- a self-administered survey
Results
H1: Supported
H2: Supported
H3: Supported
H4: Supported
H5: Supported

H1: Supported
H2: Supported
H3: Supported
H4: Supported
H5: Supported

H1 (Supported)
H2a (Supported)
H2b (Supported)
H3 (Supported)
H4 (Supported)

H1: Supported
H2: Supported
H3: Supported
H4: Supported
H5: Supported
H1: Rejected
H2: Supported
H3: Supported
H4: Supported
H5: Supported

Hypotheses related to STRATEGY,

ENVIRONMENT, CUSTOMER,
SUPPORT, and LEADERSHIP of H1,
H2, H3, H4 model are accepted.

Hypotheses related to PUPOSE,

TRUST, BEHAVIOR of H1, H2, H3,
H4 model are rejected.

H1a: Supported
H1b.: Rejected
H1c.: Rejected
H1d.: Supported
H1e.: Supported
H2.:supported
H1:Rejected
H2: Supported
H3: Supported
H4: Supported
H5:Rejected
H6:Supported

H1: Supported
H2: Supported
H3: Supported
H4: Supported
H5: Partially supported
H6: Rejected

H1: Supported
H2: Partially Supported
H3: Partially Supported
H4: Supported
H5: Supported
H6: Supported
H7: Partially Supported
H8: Supported