Organizational culture, innovation, and performance: a test of Schein's Model

Hogan, Suellen J. and Coote, Leonard V. (2013) Organizational culture, innovation, and performance: a test of Schein's Model. Journal of Business Research, 67 8: 1609-1621. doi:10.1016/j.jbusres.2013.09.007

Attached Files (Some files may be inaccessible until you login with your UQ eSpace credentials)
Name Description MIMEType Size Downloads

Author Hogan, Suellen J.
Coote, Leonard V.
Title Organizational culture, innovation, and performance: a test of Schein's Model
Journal name Journal of Business Research   Check publisher's open access policy
ISSN 0148-2963
Publication date 2013-10-11
Year available 2013
Sub-type Article (original research)
DOI 10.1016/j.jbusres.2013.09.007
Open Access Status
Volume 67
Issue 8
Start page 1609
End page 1621
Total pages 13
Place of publication New York, NY, United States
Publisher Elsevier
Collection year 2014
Language eng
Formatted abstract
Innovation is the key to organizational survival and therefore the study of processes that support innovation should be of interest to researchers and practitioners alike. Schein's multi-layered model of organizational culture offers a useful framework for thinking about processes that foster innovation. A defining characteristic of the model is the subtle but important distinctions between the varied “layers” of organizational culture (i.e., values and norms, artifacts and behaviors). The basic assumption of this study is that Schein's model offers a tractable explanation of cultural processes that support organizational innovation, especially in service firms. Despite the intuitive appeal and practical value of Schein's conceptual framework, empirical research in relation to the model is limited. This paper develops a rationale for an empirical model based on Schein's conceptual model; the study reports a test of an empirical model. Data collected from approximately 100 principals of law firms provides a suitable empirical context for a test of the model. The findings generally support the hypothesized relationships. A key result is how layers of organizational culture, particularly norms, artifacts, and innovative behaviors, partially mediate the effects of values that support innovation on measures of firm performance. The findings have implications for theory and practice, especially in relation to building an organizational culture within professional service firms that fosters innovative behavior.
Keyword Organizational culture
Professional service firms
Survey research
Structural equations modeling
Q-Index Code C1
Q-Index Status Confirmed Code
Institutional Status UQ
Additional Notes Available online 11 October 2013

Document type: Journal Article
Sub-type: Article (original research)
Collections: Official 2014 Collection
UQ Business School Publications
Version Filter Type
Citation counts: TR Web of Science Citation Count  Cited 11 times in Thomson Reuters Web of Science Article | Citations
Scopus Citation Count Cited 19 times in Scopus Article | Citations
Google Scholar Search Google Scholar
Created: Tue, 05 Nov 2013, 16:58:22 EST by Karen Morgan on behalf of UQ Business School