Innovation‐supportive culture: The impact of organizational values on process innovation

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.