Organizational Culture in Japanese Companies

Topics: Organizational culture / Pages: 44 (8418 words) / Published: Jun 20th, 2014
110114369
Student ID number:

Mod 060 Culture and
Module name:

Innovation in
Organizations
Organizational Culture

Assignment title:

(OC) and the Impact on
Innovation in Japanese
Companies
5510

Effective word count
(words used):

2014 May, the 13 th
Assignment deadline:

I confirm that I have read the University regulations on plagiarism, and this

assignment is my own work. Organizational Culture (OC) and the Impact on Innovation in Japanese
Companies

Abstract
A series of studies has been made to define the origin of organizational culture (here and further OC) and the influence of leadership perceptions on the change process. These studies include the theories of Schein, Hofstede, and
Johnson, who all related different views on the ways of identifying OC and creating leadership process within a variety of organizational settings. This study assesses the views of people working in Japanese companies to determine perspectives on
OC in these companies and the major issues related to leadership that can hinder the application of innovative change (Hall, 2014).
This assignment provides the explanation what is culture, what considered being innovation and culture influences on innovation. Also it will describe how overall culture affects organizational culture, which further influences innovation and how the organizational culture appears as an important basis for innovation. In this paper, the different dimensions of culture will be introduced and relationship between macro culture and sub-cultures in the specific application to Japan will be analysed and described. Research is based on interviews with various CEOs, both foreign and local.

Research also applies a case study approach to viewing the process of change in
Japanese organizations and offers recommendations.

C ONTENTS
I. Introduction



References: - social class level And for those who are employed , organizational level (Hofstede 2001). 2014). For example, Schein (2004) and Hofstede (2001) have rated the essential characteristics of organizational culture (OC), the impacts of leadership, and the (Hall, 2014). This information can be used to gain practical insight into the factors that support innovation in business settings. (2009), Ravasi and Schultz (2006)). Another view on OC represented by Needle (2004), and he argues that organizational culture is a product of such factors as history, product, market, The general well-known definition is “the way we do things around here” suggested by Lundy & Cowling (1996). organizational culture is impacted by the power and structure controlled by leaders that define how a group or organization functions (Mats and Stefan, 2008) (2004) maintained that organizational culture is generally created by the leaders of an organization or by critical incidents that occur during the lifetime of an mission of the organization. Dowling (1993) maintained that organizational Subsequently, it includes members of the organization and originates within the structure and function of the organization (Olins, 1989) outcomes will benefit more from addressing OC factors than developing a new operational strategy” (Hall, 2014) values, views and goals, symbols and artefacts are the basis of the group culture, which had been formed historically and economically (Schein, 2004) (Schein, 2010). initiatives (Hall, 2014). Analysis of an organizational culture requires an identification of the elements present in an organization that define the culture, as maintained by Schein (2004).

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