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Abstract For managers, innovation is vital, but paradoxical, requiring flexibility and empowerment, as well as control and efficiency. Increasingly, studies stress organizational culture as a key to managing innovation. Yet innovation‐supportive culture remains an intricate and amorphous phenomenon. In response, we explore how organizational values – a foundational building block of culture – impact a particular process innovation, the implementation of advanced manufacturing technology (AMT). To unpack this scarcely studied construct, we examine three‐dimensions of organizational values: value profiles, value congruence and value–practice interactions.
Khazanchi et al. (Mon,) studied this question.