Managing Corporate Culture, innovation and Entrepreneurship : A case study on company X

Abstract

The challenges being faced by today’s board members in a lot of companies are that of organizing a culture of innovation and managing it. Thus, it is paramount to build an organization that deals with these challenges due to the pervasive nature of today’s business competitive landscape, in terms of technological growth, internationalization, globalization, and regulations. This thesis articulates the importance of management of corporate culture, innovation, and entrepreneurship in an organization. The study analyses company x’s organizational culture, to identify whether there is a pre-existing corporate culture that embodies certain values that depict innovation management or a lack thereof. It further examines the implications of having a well-defined corporate culture and the eventual process of developing an innovative one in a turbulent business environment. The primary data was obtained through questionnaire interviews carried out in the organization and a qualitative method was undertaken by using an inductive reasoning approach. Findings show that company X has a corporate culture but it is not distinctive. Furthermore, it was found that due to the size of the organization vital messages that comprised its communicable strategies, as well as knowledge, lost their meanings when passed on from top management to its employees. Due to that, a conceptual problem was realized which affected the way corporate culture and a culture of innovation was perceived. This further escalated into a problem of rigidity and lack of agility depicting company X to be risk averse as such impacting its innovation culture negatively.