Innovative culture starts with creating an environment that is more open to new ideas and that provides employees with opportunities to express and develop their ideas. Such a culture of a company allows it to manage its development more efficiently using the employees’ ambitions and goals. New approaches to management presuppose, first of all, the creation of a strong organizational culture of the appropriate type. This culture would specifically contribute to the growth of personnel, and, through it – to the innovative potential of the organization as a whole. Kraśnicka et al. (2017) claim that “in certain areas organizational culture strengthens the connection between management innovation and enterprise performance” (p. 754). Moreover, the conditions corresponding to these properties would allow the culture to reveal creative and innovative potential of the personnel and apply it in reality. In the healthy conditions of such culture, employees will best develop and apply their skills and knowledge to ensure the enterprise’s profit.
Complex interaction and integration of corporate concepts of motivation and organizational culture involves combining them into a single whole to carry out joint practical actions and educational activities that lead to a synergistic effect. Guven (2020) adds that “it is the process of discovering innovations that are based on strategic intrapreneurship and future competitive advantages, and ensuring that business people strive to benefit from today’s competitive advantages” (p. 234). Overall, in the personnel motivation system, a culture of innovation allows the company to achieve a balance between power and responsibility and effectively stimulate its employees’ innovative work attitude. With a well-developed culture of innovation, a company can attract innovators and motivate them further, stimulating their growth.
In the corporate motivational system, a healthy and proper culture establishes a rational and fair structure for remunerating employees’ labor depending on their professional level and qualifications, as well as the results of their work. It also gently pushes employees to constantly improve and develop, which should be one of the main tasks of the organization’s motivational and innovational policy. Moreover, a positive emotional microclimate in the team is also required as it can help unleash the creative potential of the workers and motivate them to use innovative methods when solving emerging problems. These are all effective incentives for attracting and motivating innovators from the outside.
Determining the right idea is a complex process that requires an analytic approach. Using methods like SWOT and Porter’s five forces analysis, for example, can help explore the potential risks and opportunities associated with this certain innovation. Gürel (2017) claims that while external analysis assesses environmental threats and benefits of an idea, internal analysis evaluates company’s own strengths and weaknesses. Horst and Murschetz (2019) highlight that the convergence of strategy and entrepreneurship adds to organizational success through developing visions and facilitating strategic planning (p. 1). By applying quantitative and qualitative tools, one can accurately assess the idea, predict its development to a degree, and design an appropriate plan of its implementation.
Business and risks are intertwined with each other, and there is no such idea that would be completely danger-free and not pose any potential threats at different times of a company’s life. However, it is important to understand that, while some mistakes in the process of developing and implementing an innovation are inevitable, it should not stop the business from growing. Jankoff (2021) states that “a culture that is risk averse, or very process driven, is almost by definition discouraging employees from acting in an entrepreneurial manner” (p. 31). By facilitating employees’ engagement in the processes of discussing, analysing, and designing an innovation, more perspectives on the issue can be provided and thus, a fuller understanding of the risks can be gained. According to Williams et at. (2018), “the true benefit for a firm appears to lie not in any one particular action but in a conglomeration of strategic thinking approaches” (p. 43). Therefore, cooperation and communication is necessary for managing the risks associated with innovations.
References
Guven, B. (2020). The Integration of Strategic Management and Intrapreneurship: Strategic Intrapreneurship from Theory to Practice. Business and Economics Research Journal, 11(1), 229–245.
Gürel, E. (2017). SWOT analysis: A theoretical review. Journal of International Social Research, 10(51), 994–1006.
Horst, S.-O., & Murschetz, P. C. (2019). Strategic media entrepreneurship. Journal of Media Management and Entrepreneurship, 1(1), 1–26.
Jankoff, C. (2021). Leading Innovation and Change. The Risk Doctor. he Risk Doctor. Web.
Kraśnicka, T., Głód, W., & Wronka-Pośpiech, M. (2017). Management innovation, pro-innovation organisational culture and enterprise performance: testing the mediation effect. Review of Managerial Science, 12(3), 737–769.
Williams Jr., R. I., Manley, S. C., Aaron, J. R., & Daniel, F. (2018). The relationship between a comprehensive strategic approach and small business performance. Journal of Small Business Strategy, 28(2), 33–48. Web.